Podcasts about Broker

Das Altersvorsorgedepot soll ab 2027 kommen – und könnte nach Ansicht von Jens Chrzanowski die größte Reform für private Geldanlage seit Jahrzehnten werden. „Das ist dann, glaube ich, der Big Bang. Wir haben alle zwanzig, dreißig Jahre gewartet, dass die Politik den Kapitalmarkt stärker in die Altersvorsorge bringt“, sagt Jens Chrzanowski. Der XTB-Deutschlandchef weiter: „Mit Zuschüssen, Steuervorteilen und ohne Garantievorgaben haben Anleger die Chance auf deutlich bessere Renditen. Das wird noch einmal einen großen Schub geben, dass sich mehr Menschen mit der Börse beschäftigen.“ Außerdem spricht er über Payment for Order Flow, KI an den Börsen, spannende Aktien wie Hochtief sowie die Rolle von Finfluencern. Alle Details im Sommerinterview aus dem Berliner Regierungsviertel mit Inside Wirtschaft-Chefredakteur Manuel Koch und auf https://www.xtb.com

Fast eine Million Menschen wurden innerhalb eines Jahres zu Dollar-Millionären. Allein in den USA kamen laut dem UBS Global Wealth Report 2026 rund 441.000 neue Millionäre hinzu. Doch wie entsteht Vermögen wirklich? In dieser Podcast-Folge sprechen wir darüber, warum ein hohes Einkommen nicht automatisch zu finanziellem Wohlstand führt und weshalb Vermögen häufig durch den langfristigen Besitz von Assets entsteht – nicht allein durch harte Arbeit. Außerdem werfen wir einen Blick darauf, warum die USA besonders viele neue Millionäre hervorbringen, welche Rolle Aktien, Immobilien und Unternehmensbeteiligungen spielen und welche Denkfehler viele Menschen beim Thema Geld machen. Themen dieser Folge: Fast 1 Million neue Millionäre in nur einem Jahr Warum Einkommen und Vermögen nicht dasselbe sind Der größte Denkfehler beim Vermögensaufbau Wie Aktien, Immobilien und Unternehmen Vermögen schaffen Warum die USA so viele neue Millionäre hervorbringen Was jeder daraus für seine finanzielle Zukunft lernen kann Die wichtigste Erkenntnis: Einkommen bezahlt deine Rechnungen. Vermögen entsteht durch das was du langfristig aufbaust.

Hier kannst Du eine Frage an Anna und Eddy einreichen: https://lazyinvestors.de/fragen

Die meisten Trader glauben, dass mehr Trades automatisch zu mehr Gewinn führen. Unsere Erfahrung zeigt etwas anderes. Nach Jahren der Zusammenarbeit mit erfolgreichen Tradern erkennen wir immer wieder dasselbe Muster: Die konstant profitablen Mitglieder unserer Community handeln seltener – aber mit deutlich höheren Ansprüchen an jedes einzelne Setup. In dieser Folge sprechen wir darüber: • Warum profitable Trader mehr Chancen auslassen als nutzen • Weshalb Geduld im Trading messbaren Einfluss auf die Ergebnisse hat • Warum Overtrading selten ein Marktproblem, sondern meist ein Entscheidungsproblem ist • Welche Denkfehler zu unnötigen Trades führen • Was du von den erfolgreichsten Tradern übernehmen kannst Wenn du bereits tradest, aber das Gefühl hast, ständig aktiv sein zu müssen, wird diese Folge deine Sicht auf gutes Trading verändern.

How does the recent C.H. Robinson lawsuit actually impact your day-to-day carrier selection policies? Bryan Nelson is back to deliver the straightforward facts on freight broker liability and negligent selection! We break down the massive $100M+ settlement, exploring how exerting too much control over drivers can trigger vicarious liability and why relying on publicly removed FMCSA SMS safety scores won't necessarily save you in a courtroom. Bryan lays out exactly what a reasonable carrier selection policy should look like in today's litigation-heavy freight market, equipping you with the vital, no-nonsense insights you need to manage risk, revamp your broker-carrier operations, and protect your bottom line without overstepping your bounds!   About Bryan Nelson Bryan J. Nelson is a transportation and logistics attorney assisting clients in the development and review of transportation agreements, the resolution and mitigation of cargo claims, and the establishment of corporate compliance strategies in accordance with state and federal regulations.  Prior to joining Taylor Nelson, Bryan practiced as general counsel and served as a chief administrative officer in the transportation industry for over a decade, representing a family of companies that included a motor carrier, a third-party logistics corporation, and a transportation management system (TMS) provider. Bryan graduated from Stetson University earning his juris doctorate and his master's degree in business administration. He received his undergraduate degrees in Accounting and Finance from Florida State University.  With his hands-on experience in the transportation industry, Bryan recognizes and understands the unique challenges and opportunities facing transportation companies throughout the supply chain.   Connect with Bryan LinkedIn: https://www.linkedin.com/in/bryan-j-nelson-esq-mba-59876b1b/  Email: bnelson@taylorlawpl.com  

My guest, Hunter Kinchen joins me to discuss how his background playing Division I football at LSU prepared him for a successful career in employee benefits. Growing up with a father and uncle in the NFL, Hunter learned early on that success requires mastering the fundamentals and doing the unglamorous work when no one is watching. We discuss why young producers must ditch unrealistic expectations, the critical importance of seeking out mentors, and why agency leaders need to stop obsessing over resumes and start recruiting for "intangibles." If you want to build a long-term, high-performing book of business, this episode provides the blueprint for sustainable success.▶▶ Sign Up For Your Free Discovery Callhttps://completegameu.com/request-a-callTimestamped Outline(00:00) Integrity and Follow-Through: Why You Must Recruit for the Intangibles(01:51) Growing Up in an NFL Household: The Standard of Excellence(04:41) The NFL Reality Check: Why Someone is Always Waiting to Take Your Job(07:17) Pressure to Perform: Having an NFL Tight End as Your Middle School Coach(11:12) The "Cheat Code" Position: Navigating College Football as a Long Snapper(15:10) SEC Off-Season Training: Why Preparation Doesn't Start on Game Day(20:09) Saturday Night in Death Valley: The Unmatched Experience of LSU Football(24:16) Transitioning to Insurance: Trading Coaching for the "Good Side" of Commercial Benefits(26:02) Why Benefits? The Unique Appeal of the Employee Benefits Space(27:17) The Power of the LSU Brand in Baton Rouge: Opening Doors vs. Winning Deals(29:40) The Long Feedback Loop: Why Sales is Different Than Saturday Game Day(32:43) The Need for Mentorship: How Being a "Pest" Accelerated Hunter's Learning Curve(35:26) Managing Expectations: Why Desperation Repels Prospects(38:06) The Firing Process: Understanding the Gravity of Broker Selection for Clients(40:48) If You Can't Find Talent, Build It: Investing in the Next Generation of Producers(44:31) Hunter's Lightning Round: 5:15 AM Workouts, Tennis, and Never Split the DifferenceCONNECT WITH ANDY NEARY

Luxury real estate and media collide in this episode of RWorld Talk, recorded live at Rock the Market in Palm Beach. Host Chris Krzemien sits down with Billy Nash, one of South Florida's most recognized luxury agents and the creator of the globally distributed docuseries Passport Properties, for a candid conversation about building a business, building a brand, and doing both on your own terms.Billy spent a year filming across nine countries, including Morocco, Portugal, Spain, Croatia, Sardinia, and Scotland, producing a 53-minute docuseries that he owns outright through the creator economy model. The show has already generated active listings including an 18 million dollar property in Puglia, a 14.5 million dollar vineyard in Spain, and a 10 million dollar estate in Sardinia. He did it without a Hollywood studio, without giving up his IP, and without stopping his core real estate business in the Palm Beaches, Miami, and the Florida Keys.The conversation covers everything from what the luxury buyer actually looks like today to why AI is a tool and not a threat, why content authenticity beats volume every time, and what it really takes to build a relationship-based business from zero every single month.We discussed:➡️ Why the emotional difference between a $1 million buyer and a $20 million buyer➡️ How Jason went from reading Sell It Like Serhant on his honeymoon to joining the team➡️ How to win relocation buyers by selling a lifestyle and not just a house➡️ Why every client gets the same level of service regardless of price point➡️ The $200,000 check mistake he wishes he could take back➡️ What the Serhant culture actually looks like from the inside➡️ Why you cannot do real estate part-time and what happens when you tryIf you have ever thought about moving into luxury real estate or building a referral-based business from a nontraditional background, this is the episode for you.Chapters:00:00 Welcome 01:10 Passport Properties Update01:51 World Travel Highlights03:38 Show Impact on Business05:17 Why Create the Series07:22 Real Estate Reality Check09:00 Luxury Service Mindset11:26 Content and Media Strategy14:16 AI and the Deal Maker14:58 Who Buys Luxury Today17:51 Authenticity Takeaways19:22 Final Advice and WrapFOLLOW US:Instagram: @rworldtalkLinkedIn: @rworldtalkpodcastWebsite: https://rworld.com/#RWorldTalk #RealEstate #Realtor #Luxury #PersonalBrand #ContentMarketing #Relationships #AI #Marketing #BusinessGrowth #SouthFlorida #LuxuryHomes #Networking #SocialMedia

Welcome to the CanadianSME Small Business Podcast, hosted by Maheen Bari. Today, we explore how AI-driven platforms are modernizing the Canadian insurance sector, transforming complex workflows into actionable business results in 2026. Joining us is Jeff Barsalou, Co-Founder and Chief Revenue Officer of QuickFacts, who shares insights on digital transformation, AI in B2B sales, and building a family-led Insurtech leader with near-zero customer churn. Key Highlights Insurance Transformation: Jeff explains how technology is modernizing Canadian brokerage operations. AI in B2B Sales: Jeff discusses AI's role in reshaping business development strategies. Customer Trust: Jeff highlights maintaining trust at scale for long-term growth. Workflow Simplification: Jeff shows how Commercial Lines streamlines complex insurance processes. Family-Led Vision: Jeff shares how entrepreneurship and shared vision shape QuickFacts' success. Special Thanks to Our Partners: UPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWA ADP Canada: https://www.adp.ca/en.aspx For more expert insights, visit https://canadiansme.ca/ and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age! To learn more about how we are supporting the ecosystem, please visit the CanadianSME Small Business Foundation at https://smbfoundation.ca/. Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Was passiert, wenn künstliche Intelligenz und Roboter irgendwann fast alles produzieren können? Elon Musk glaubt, dass genau das in den kommenden Jahren Realität werden könnte – mit einer Folge die unser gesamtes Wirtschaftssystem auf den Kopf stellt. In dieser Folge sprechen wir darüber warum Geld überhaupt existiert, weshalb Arbeit ihre heutige Bedeutung verlieren könnte und welche Chancen, aber auch Risiken eine Welt des Überflusses mit sich bringt. Denn die entscheidende Frage lautet nicht nur, was KI künftig leisten kann – sondern wem die Technologie gehört, die den Wohlstand der Zukunft erzeugt. Themen der Folge: Warum Geld nur wegen Knappheit existiert Kann KI Arbeit wirklich überflüssig machen? Eine Welt mit unbegrenzter Produktion – Utopie oder Risiko? Wem gehören Roboter und künstliche Intelligenz? Wird Eigentum wichtiger als Einkommen? Die größten Chancen und Gefahren der KI-Revolution Eine Folge über Technologie, Wirtschaft und die vielleicht wichtigste Frage unserer Zukunft.

With Josh Tomolak, Vice President of Independent Advisor Services, Diamond Consultants Louis Diamond and Josh Tomolak unpack today's IBD vs. RIA landscape, explaining what has changed, where each model excels, and how to determine which path best supports the business you want to build. In Summary The independent wealth management landscape has changed dramatically, making the decision between an independent broker dealer (IBD) and an RIA more nuanced than ever before. Louis Diamond welcomes Diamond Consultants' Vice President of Independent Advisor Services, Josh Tomolak, for a practical discussion of how the independent space has evolved, what truly differentiates the IBD and RIA models today, and how advisors can evaluate which path best aligns with the business they want to build. The Storyline Not long ago, the decision to become independent was relatively straightforward. Advisors either remained with a traditional firm or pursued independence through one of a limited number of models. Today, the conversation is far more complex. Independent broker dealers have significantly expanded their capabilities, offering stronger technology, larger transition packages, greater flexibility, and even pathways to RIA ownership. At the same time, the RIA ecosystem has matured into a sophisticated marketplace supported by multiple custodians, outsourced service providers, institutional capital, and enterprise platforms that rival many of the industry's largest firms. As these developments have unfolded, the traditional distinctions between an IBD and an RIA have become less obvious. Advisors evaluating their options are no longer simply asking whether they should become independent—they're asking which model best supports the clients they serve, the business they envision, and the lifestyle they want to create. In this Industry Update, Louis and Josh unpack the realities behind the IBD vs. RIA decision. They discuss where the two models overlap, where meaningful differences still exist, and why factors like service, technology, economics, operational responsibility, enterprise value, and long-term optionality often matter more than labels alone. Whether you're considering changing independent firms, launching your own RIA, or simply want a better understanding of how the independent landscape has evolved, this conversation provides an objective framework for evaluating today's choices—and preparing for tomorrow's opportunities. Topics Covered Independent Broker Dealer (IBD) vs. RIA models The evolution of supportive independence Technology investments across the independent space Transition support and advisor mobility Capital solutions and recruiting economics Business formation and enterprise value Launching an independent RIA Multi-custodial platforms and open architecture Minority investments and succession planning Future trends shaping advisor independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are already-independent advisors reconsidering their current model? (5:27) Josh explains why service, technology, economics, and growing optionality are causing advisors to reevaluate their existing affiliations. How have independent broker dealers and RIAs become more alike? (19:28) Louis and Josh discuss the growing convergence between the two models and why the distinction is becoming less obvious than many advisors assume. What really separates an IBD from an RIA? (25:04) A practical discussion of autonomy, compliance, flexibility, custody, economics, and advisor experience. What misconceptions keep advisors from launching an RIA? (36:29) Josh outlines the “Four Pillars” of launching an RIA and explains where advisors tend to either overestimate or underestimate the operational realities. Which advisors thrive most in each model? (33:12) The conversation explores why there isn't a universally “better” model—only one that's better aligned with an advisor's goals. What trends are quietly reshaping independence? (42:13) Minority investments, enterprise value, business formation, and changing revenue models may have an even greater impact than advisors realize today. Key Takeaways Independence has evolved from a destination into an ongoing strategic decision. Independent broker dealers have significantly improved technology, transition support, economics, and flexibility. The RIA ecosystem has matured into a highly sophisticated marketplace with broad outsourcing and support options. Choosing between an IBD and an RIA should begin with long-term business objectives—not industry perceptions. Building a valuable business depends more on business structure and scalability than simply growing assets. Advisors considering independence should evaluate models with an open mind rather than relying on outdated assumptions. The next decade will likely bring continued convergence between independent business models. https://youtu.be/jHDVso2TsmQ Quotable Moments “The question is no longer, ‘Do I want to go independent?' The question is, ‘What kind of independence makes the most sense for my clients, business, and goals?'” “Business formation is far more important than assets under management.” “The way you build your business will ultimately determine how valuable that business becomes.” “Everything in an RIA is going to cost you either your time or your money.” FAQs Is there still a meaningful difference between an IBD and an RIA? Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Why are more independent advisors changing firms today? Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Is launching an RIA easier than it used to be? Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. Does every entrepreneurial advisor belong in the RIA model? No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. What matters more: assets under management or how the business is built? Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. What's the biggest mistake advisors make when evaluating independence? Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Related Resources IBD vs. RIA Comparison Guide IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider 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… IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and goals?” Josh shares what he’s seeing across the landscape, the misconceptions that continue to shape advisor thinking and the factors that matter most when evaluating the next chapter of an independent business. There’s a lot to discuss, so let’s get to it. Josh, thanks for joining me today. Joshua Tomolak: Thanks for having me, Louis. It’s a real privilege to have come. This is a full circle moment for me going from being a student of your podcast, to working alongside you, to being a guest. So I appreciate you having me. Louis Diamond: Amazing. I’m excited for this one too, because you have a fresh and in the weeds perspective that a lot of our guests simply don’t have. So why don’t you start off, you spend your time helping advisors evaluate independence every day. So working with advisors who are already independent, for the most part. And to me, it feels like the independent space has really evolved dramatically over the last decade. I mean, this podcast is really the epicenter of that to prove that out, but give us a little background on your past roles in the space and then we can get into what you’re seeing right now. Joshua Tomolak: Yeah, I’d be happy to. So I took a very non-traditional path into wealth management. I spent a decade as a deep sea Navy diver, and upon completing my service there, I ended up working for TD Ameritrade. And in my role there, I spent about six years doing nothing but helping financial advisors explore the RIA space, whether that was to join or partner with an RIA, sell to an RIA, or in most cases, launch their own RIA. And one of the things that I ultimately came to terms with is it’s just not the right model for everybody. While I’m a huge advocate for it, we would often lose business to the major broker-dealers of the world. And at the time, I really didn’t understand why. In the last six years at Diamond Consultants has been a very interesting purview into what a lot of the broker-dealers have done and are doing to make themselves more RIA-ish and be very compelling to the right advisor. Louis Diamond: Perfect framing. Your background is incredibly germane to the folks you work with. So let’s start off with the softball here. What are you seeing right now? Joshua Tomolak: It’s not so different than the rest of the industry, the wirehouses, the regional firms, things of that nature, that if you took 10 firms, they’re all likely to go different directions, even if they were identical practices. That could be… A third would go from an independent broker-dealer to another independent broker-dealer. Certainly the supported RIA space is growing every day and has created a lot of very fun and unique solutions for advisors, very customized and curated. And then I think there’s still a lot of really great sophisticated teams and individual contributors that are making the decision to go hyper entrepreneurial and launch their own individual RIA. So the movement’s really all over the board from my perspective. Louis Diamond: It does feel like it’s no longer independence is an alternative option or it’s on the fringes. It’s very front and center whether for breakaways, which is a big topic on our podcast, but in general, the infrastructure has become much, much more sophisticated today than ever before. Advisors have way more tools in their toolbox to serve clients, whether in the private markets or through technology. And it’s no longer that if an advisor’s independent, they’re in the minor leagues where they don’t have the same ability to serve clients like they did if they’re at a big bank or a private bank or a wirehouse. Do you agree? Joshua Tomolak: I absolutely agree. And I’m reminded of a question I got one time from a great team that I worked with in New York. They asked me, “Are there really more options than ever before? Because all we see is one firm selling to another.” And I think that’s a really great point. There’s far less broker dealers on the street than there were even five years ago. But for every Commonwealth, for example, that sells to an LPL, up pops three or four really cool private equity-backed, sophisticated RIA platform firms that are built to service their own unique advisor base. Louis Diamond: I think that’s right. Sitting on the sidelines, sitting on top of everything going on in the industry, I feel like capital is always an interesting topic forever. If an advisor wanted to move within the independent world or break away from a big firm to go independent, the only way to get capital was to go to an independent broker dealer. So we still see that, but I feel like today between all these minority acquisition opportunities, we’re seeing firms acquire practices at time of transition, which is somewhat new. There’s debt solutions, recruiting deals are way up for firms that are paying forgivable loans. RIAs now would, in some cases, will pay a forgivable note. What are you seeing there as far as the availability of capital and just deals in general? Joshua Tomolak: It’s a great question and I didn’t want to take the low-hanging fruit, but capital’s been a huge innovation, I guess, in the last five years I’d say. Just to give you rough quotes, please don’t hold me to it, but traditional transition broker-dealer deals were five years ago, 40 to 60% of Trailing Twelve revenue today are somewhere between 90 and 120%, sometimes north of that for the right team. That’s really meaningful money for the team that is thinking about foregoing a wirehouse deal, for example. I’d also say a lot of these firms are getting hyper-creative in how they solve for capital. The minority investment piece that you mentioned is very interesting. We’re seeing a lot of privatized forgivable notes in the RIA space where third-party or private lenders are basically lending the money and the RIA is making the payments on that forgivable note as long as the advisor is affiliated with them. So there’s been a recognition among the RIA space to get away from the, “Oh, they just took a check” type of mantra, and to say, “Look, I understand there are capital needs. These people are taking a risk. We need to solve for that.” So we’ve seen a lot of that in the marketplace. Louis Diamond: Very interesting. I think another thing financially, and then we’ll keep the train moving, that I know I’ve seen, and maybe you can weigh in if you’ve seen the same, is the cost to an advisor or a business owner to join an independent BD or to join an RIA has come way down, probably in part because of Schwab going to zero on trading. That’s been a catalyst. But it feels like we used to say independent BDs were expensive relative to the RIA world. And in some cases, they certainly could be. And if you’re at scale, maybe you can pick up a point or two being in the RIA world versus a BD. But when you have some of these BDs that have a basis point admin fee or no admin fee at a certain size and the payouts I feel like are similar, maybe have gone up a little bit, but it’s more so like the administrator fees, the platform fees, the program fees. Anyone who’s not in that world, it’s like, “What are you talking about?” But basically the way that these broker-dealers make money, it seems like there’s been a pretty big differential in the exchange of value where advisors now get more services, better technology, get more money to join them and get it at a lower cost. Do you agree? Joshua Tomolak: I absolutely agree. I think that maybe that’s one of the larger changes that we’ve seen, and it’s probably one of the benefits from a lot of the industry consolidation on that independent broker-dealer side. The economies of scale of these folks have allowed them to increase their tech spend, increase their service capacities all while offering it to the advisors at a cheaper price. And when I was at TD Ameritrade, one of the biggest pitches was the idea of a 100% payout and you control the fixed expenses, your technology compliance, et cetera. But what’s changed is that broker-dealers are pretty darn comparable on the expenses. All of those admin fees and things you mentioned will still exist, but they’re on a much smaller scale. And I think the question a lot of advisors are asking is, “Am I getting congruent value from my broker-dealer for what I pay for?” And while that answer might’ve been no a couple years ago, today the answer is more often yes. Louis Diamond: Yeah, I would agree. A lot of times we work with advisors who are starting an RIA or affiliating with an RIA or going to a BD and they see how big the deals are in the independent BD world and the payouts are really high and the fees are relatively low. And honestly, it is a hard decision or calculus to make, like, “How does it make sense for me to turn down this extremely lucrative deal when my ongoing economics are going to be somewhat similar in the BD world versus in the RIA space?” I think it’s just an interesting dynamic and we’ll get more into that distinction. One of the stars of the show right here is we’ve seen a ton of advisor movement across the industry. Our annual advisor transition report said that in 2025, over 11,000 experienced advisors changed firms, which is a large number. A lot of those numbers are within the independent world. So advisors who are 1099 through a BD or through an RIA transitioning to another platform or organization or starting an RIA. So why do you think we’re seeing so many advisors reconsider their current firm or their platform or their broker-dealer today than in years past? Joshua Tomolak: It’s a jarring number. 11,000 is definitely a significant amount of advisor movements. To me, it comes down to a few things, but I will say that it’s almost always a conglomeration of pushes and pulls. Pushes being inherent frustrations with your status quo, pulls being the new sexy, shiny things that you see in the marketplace that could be really impactful for your business. To me, it typically comes down to one of three things, at least on the push front, that drives advisors to movement. Service being number one, technology being number two, and economics being number three. And if we were just going to unpack those, I think service being, “Can you call somebody that knows your business, that knows your name? Are you getting the correct answers? Are you being pushed through a phone tree? And even if you’re not doing it, is it taking up a meaningful amount of time of your staff’s free time?” On the technology front, there’s very significant tech spends happening in the industry right now. I think Raymond James and LPL reported, for example, they spent 500 million in 2025 on a tech spend. So advisors are going to the places that are making their life easier. People are looking for a mechanism to really scale their business without having to add staff and a lot of expenses to the bottom line. And technology is just the fastest, most efficient way to do that most times. And then economics, certainly a lot of advisors and teams have built phenomenal businesses and they’ve made a great living without really stressing out about the economics. And they eventually get to a point in their business where what they were giving up as a million dollar producer is far different than what they’re giving up as a $4 million producer. And back to the congruent value, it perhaps stops to make as much sense. Louis Diamond: Well said. I always say when the cost-to-value ratio is out of whack, that’s when advisors sit up and take notice. And not to name names of firms, but there definitely are firms that are more expensive. And even if you look at how much a wirehouse or a Ed Jones advisor paid their firm, it’s like, “What got me here is not necessarily what’s going to get me there.” And while the name on the business card, the resources were incredibly impactful, and I’m so grateful for what my firm, my broker-dealer did for me when I was just starting or when I was smaller. Now the business is bigger, I rely upon different resources or I don’t need the firm as much. So I’d rather plow the cost savings either into income for myself or invest it in areas that are most germane to my business. And it’s usually when that kind of light bulb moment goes off, that’s one of the major pushes that cause advisors to evaluate other options. So I agree with you, those are the major push factors, but then what are the pull factors? What are the major advancements or changes across the independent space that’s causing advisors to say, “Hey, okay, I might have some frustrations, but at the same time, I also need to find something that’s more than marginally better than the firm I’m at. Otherwise, why am I going to go through the hassle, take the risk, et cetera? So what are some of the pull factors that advisors are latching onto today? Joshua Tomolak: Sure. And I might say with one final push factor, there’s a straw that breaks the proverbial camel’s back when you’ve been told for however many years that this change or that change is coming down the pipeline and it never happens. And it translates well into the pull factors is do they do what they say they’re going to do? The talking points really for the pull factors are exactly the same. So the counterpoint to service is perhaps having a direct relationship with the chief compliance officer at a firm or having a dedicated service representative that knows their stuff inside and out and can get you the answer even if they don’t know it off the top of their head. Having the technology to rebalance a household in two clicks instead of two hours. In economics, I think it’s really a transparency of economics. We’ve both worked with some really significant firms that have looked at their P&Ls and said, “where the heck is the money going?” And we’ve looked at the same P&Ls and said, “I have no idea,” because it’s so convoluted. People are happy to pay for good service, good technology, good products, but they just want to know where the money’s coming from. So I think it’s a yin and yang. The same things that they’re the push are often the pull. Louis Diamond: Definitely. I’ll give you a couple other from my perspective. I’ll say first specific to the independent BD world, and then we’ll dive into the RIA, I think it’s a little bit different. But I think some other will say innovations or changes that are causing advisors to really perk up and listen and really make the case to themselves that life will be better at this new organization than the status quo or staying put. We’ve seen major advancements in transition support, whether it’s being able to do a transition without a shred of paper, being able to… I mean, we’ve seen some independent advisors move their entire book within two weeks, which never would’ve happened before. So the firms that I’d say are playing offense, the larger firms that are winning, they have insane headcount around transitions and are always investing in technology, whether now on the AI front or in general. And we’ve seen transitions, they’re never easy. So that’s not a comment to say it’s easy, but a lot of the friction, a lot of the manual work has been taken away, which is massive. You definitely mentioned the significant technology spend. I mean, just the innovations going on across the industry. There’s definitely some firms that are laggards on technology and others that are light years ahead, whether because their tech is more integrated or they’ve built out their platform to be more, we’ll say modular, to plug in different third-party softwares where an advisor can really customize and create their own tech stack. I think there’s been some changes on compliance. It used to be if you’re at an independent BD, you had to be the OSJ by yourself or you had to roll up under an OSJ. But now most BDs offer home office supervision, so a big friction or pain point is taken away. And then I’ll give you a bridge to talk about what we’re seeing on the RIA side. But we’ve also seen, I would say, a real blurring of the lines between what you would traditionally think of as an independent broker dealer versus what was an RIA. So whether it’s an internal pathway where it’s like, “Start off on our independent BD platform, get the big deal, get the support, but then you can ditch that and just use this as a custodian or you can sell the business to us when you want to retire and convert to W2.” So in that vein, transitioning internally to an RIA, give me the same points like, “What are the major advancements or changes you’re seeing on the RIA side today?” Joshua Tomolak: I love that you said that because it’s been one of the most interesting changes to watch. Independent broker dealers becoming more like RIAs, and to your point, being more flexible, having more optionality, a more curated experience in some cases. And in many cases becoming closer to independent broker dealers with some of these massive shops that we’ve seen be created over the last five years that now have hundreds, if not thousands of advisors. To your question on the internal RIA slide as we sometimes call it, this really didn’t exist many places a few years ago. And I think it’s been created as both originally a retention tool in many places for the advisors that were with a major independent broker dealer and they ultimately wanted to have their own ADV and their own RIA. And the firm didn’t want to lose all the assets to an independent custodian so they gave them the green light to… And it’s ultimately became a sales tool in many cases. Just to use a couple of examples across the industry, I mean, Raymond James has Raymond James Custody Services, which has attracted a lot of really sophisticated teams. I know Wells Fargo Finance done something similar and even the counterparts over at Cetera and Osaic are trying to do the same thing. So it’s a recognition in my view that we want to keep the best talent possible. And if these folks are ultimately going to go RIA anyway, it’s less about the money and more about the flexibility and control that it offers them. So what can we do to keep those folks on board? And rightfully so, a lot of senior management of these firms have said, “Let’s not lose these teams. It’s going to be a lower margin business for us, but at the rate that they’re growing, it’s going to pay off in the long run.” Louis Diamond: Well said. RIAs are now more mainstream. And some of these RIAs, they’re either resembling independent BDs or I would even go so far to say the valuations that are even publicly available on some RIAs is definitely having people take notice. I mean, Cerity Partners recently raised capital at an over $8 billion reported valuation. Crescent was well over a billion. Firms like Mariner, Creative Planning, Mercer, Wealth Enhancement Group, and there’s many that I’m missing, are all worth a couple billion dollars or more and growing. Do you think that’s had an impact on the legitimacy or the staying power of the RIA model? Joshua Tomolak: Oh, absolutely. There’s no doubt about it. I mean, those groups that you mentioned and many more are winning some of the biggest teams on the street. I mean, if you pull up a run-of-the-mill advisor hub article, for example, you’ll see as many of those RIAs win significant businesses as you will their broker-dealer counterparts, partially in my opinion, due to the massive valuations these firms are fetching. And it’s much more of a partnership in the sense that joining a Crescent or a Wealth Enhancement Group, as you mentioned, you’re a part of a boutique group of maybe a couple of hundred very sophisticated high-producing advisors all playing under the same banner, all rowing in the same direction, and that creates substantial growth. Louis Diamond: Exactly right. I think two other things to me that’s driving the legitimacy or the growth of the RIA segment, there’s so many different outsourcing solutions that have popped up, whether it’s more of a… We’ll say a bundled or a package outsourcing solution through firms like Dynasty and Sanctuary. LPL has done a ton with having a shared services outsourcing model. So you have those. But you also have, I mean, probably 10 different firms I could think of that can be an outsourced chief compliance officer. You have tons of marketing agencies that specialize in helping RIAs. You have all these FinTechs popping up to support the RIA space. Really, it’s like anything and everything can be outsourced now. And even the big Wall Street banks like UBS, Merrill, et cetera, they’re attempting to sell and distribute product into the RIA space. Venture funds, private equity funds, anyone you talk to is trying to get a piece of the RIA space, which means there’s more product and platform availability than ever before. And I think it’s massive because one, it’s a catalyst for teams who say, “I love everything about the RIA world. I just don’t want to do it on my own,” or, “I don’t know where to start.” But also it means that they can look their clients in the eye and say, “Hey, not only do I have the same stuff that I had for you at XYZ firm, I can actually do more for you.” And even if you look at what the custodians are doing on the lending side now, Schwab owning a bank is massive and being able to facilitate mortgages, securities-backed loans, things that didn’t really exist in the past. I think it’s a very exciting time for advisors either that are independent or are considering the independent space because you have all these choices and it’s really like, “Choose your own adventure. Give me your top five things you want.” I’m sure it exists and we can find it and make it happen. And I don’t think we’d have the same confidence in that statement 5, 7, 10 years ago. Joshua Tomolak: I couldn’t agree more. That’s such a huge development is the marketplace of third party vendors in any kind of capitalism environment. There’s problems that people encounter and there’s really smart people that are trying to make a lot of money that go to market to solve them. And we’ve seen a ton of that over the last few years. Louis Diamond: Exactly right. Yeah, it’s like also… If an advisor looks around and says, “Hey, this is what I want,” and it doesn’t exist, oftentimes that’s a light bulb moment to be like, “Okay, I’ll go build it. I’ll do it on my own.” Whether it was Stewart Partners when they launched a number of years ago or Hightower, Dynasty, et cetera. They were all started by people that said, “Hey, I see a big gap in the ecosystem. Let’s create a business and raise capital to go solve it and then deliver this service to other like-minded advisors or business owners.” Honestly, it’s a treat to be able to watch all this happen in real time. We probably should have laid the groundwork with this next question, but I think it’s an important one. What’s the difference between a independent broker-dealer and an RIA? Really basic foundational. It sounds like the lines are blurred. There’s probably a lot of similarities. Advisors are successful in both. It’s not like one’s better than the other. How would you explain the differences, if a client of ours asked, “What’s the difference between an independent broker-dealer and IBD versus an RIA”? Joshua Tomolak: Get into the core of it. Again, the lines are blurred, and I’ll stay very high level on the strategic differences, but I like to use this example. I drive a Toyota Tundra. Really like the truck, gets me from A to B. Now, if I were getting to a point where I wanted a new vehicle, if I were to go get another Toyota Tundra because I really like a lot of aspects of it, but I want the one with the bigger screen and the bigger tires and the power seats, and I have rolled down windows because I have a fear of drowning. But if I want a lot of the bells and whistles, but I want to keep the foundation, that’s what I align to a independent broker-dealer to independent broker-dealer. You like the foundation of everything all under one roof. You like a lot of the resources, but you have some meaningful frustrations and you want to see if another provider in the market can solve for those or you can upgrade. If I instead, Louis, decided that I wanted a sports car or a Jeep Wrangler or something, I would be looking at a different category altogether. That’s how I articulate the platform space. They provide the same services and support in many cases that an independent broker-dealer does, think of marketing and a tech stack and regulatory oversight and a fellowship in a community, but they’re built on an RIA TC registered chassis. They’re typically far more customized so you can shop the street to get a lot more of the things that you like, though you are walking away from maybe some of the things that you’ve liked in the independent broker-dealer model. So I guess that’s the highest level I might explain it, just a little bit more minutia in any broker-dealer is going to be a FINRA registered, FINRA member broker-dealer. So they’re subject to the FINRA rules, which basically means it’s the compliance interpretation of those rules that they have to follow. So LPL’s rules may be slightly different than Cetera’s than Ameriprise’s because it’s based on their interpretations of the rules. In the RIA space, everybody really operates on the fiduciary standard. So it’s just a different lens that from a compliance standpoint, business is looked at. And a lot of people would make the argument that it’s just easier to get things done when you’re looking at something from that lens. I might’ve gone too compliance nerd on you there, but I’d be curious what you think some of the major differences are. Louis Diamond: Yeah, I think that’s right. I mean, it sounds like if you’re in the RIA world in some capacity that you as the advisor or business owner are going to have a little bit more control and autonomy and flexibility. One, do you think that’s true? And what are the reasons why that is? Is it platform? Is it strictly just compliance is easier? What are the different ways that an RIA would have more or less flexibility than someone who’s with an independent BD? Joshua Tomolak: Yeah, I think it’s overwhelmingly true, but it certainly depends on your business. Within most RIA platforms, you’re going to be one of a couple dozen, maybe a couple hundred, where you’re going to have people within that firm that really know your business. So the experience in getting things done is much less about, “Can I do this,” or, “Can I not do this?” And it’s, “Louis, I understand you asked for this. We’re going to run into these issues, but let’s figure out how to get to yes.” So it’s far more curated by people that are not operating on black and white rules and can actually figure out how to get to yes for your business. The other thing I would say is that most significant RIA platforms have multiple custodial options. So many times you’ll see as few as two or as many as five. So if an advisor or a team is trying to bring on a new piece of business or do something creative, that might be something they can use a different custodial relationship to accomplish. It might be something that Goldman Sachs does really well but is in its infancy at Fidelity, or it might be international business that’s approved on Pershing’s platform but not Schwab’s platform. So the RIA partner that you’re with can really look at those custodians agnostically and say, “What’s the best home for this business? What’s the best way to get this done for Louis?” There’s a couple examples of where I see the flexibility in practice. Louis Diamond: Yeah, I think one more too would be the concept of being able to shop the street. I’ve heard it described as becoming a buy-side advocate for your clients versus being a professional seller. So meaning, if I’m affiliated with an RIA or I’m operating my own RIA, there’s no selling away like there is at a wirehouse or at certain BDs. So if I have a client who’s trying to get a $10 million loan for a new building that they’re breaking ground on, if I’m at UBS, Merrill, Morgan Stanley, captive to a BD, I can go to my firm and say, “Hey, this $10 million loan, here it is. What are the terms? What are the rates? Will you take on this business?” And the firm will say, “Yes. No. Yes, here are the terms. Here’s the caveats, et cetera.” But it’s a very closed market process and an advisor has to live and die by what their firm says. Versus in the RIA world, it’s, “Okay, I have relationships with nine different banks and I can go to these different banks and private credit funds and whoever and really create either an option process for my client or really just help them in a fully agnostic open way.” And we see the same thing when it comes to alternative investments. No one at a wirehouse, let’s say, is complaining that they don’t have enough alts that they can offer clients. Those firms have done an amazing job with really boiling the ocean and having tons and tons of options for private investments, hedge funds, et cetera. But if you’re in the RIA world, you can take it to the next level and say, “Hey, this $3 million startup company that my friend is starting, I’m going to help them raise capital,” or, “My client wants to get a syndicate of investors together to have a direct investment into a qualified opportunity zone fund that they’re starting. Let’s do it when we can advise on it.” So it really expands what an advisor is able to do on behalf of clients. Like to me, that’s the most interesting or exciting part of the RIA model. You can get some of that within the BD world, but to me, when an advisor’s business becomes more sophisticated as far as what their end client’s needs are, it tends to translate better to the RIA world than the BD world. Not to say there aren’t ultra-high net worth focused advisors at BDs, but because of that additional flexibility, autonomy, customization, et cetera, that speaks more RIA. So again, absolutely not down at all on the independent BDs because I think there’s a massive home for them. Josh, let me turn it back to you. I’m rambling now. Give me the pitch for an independent BD. What are the things that are misperceptions that people have? What are the advantages that an independent broker dealer like an LPL or a RayJ or a Cetera have over RIAs or over other models in general? Joshua Tomolak: Absolutely. And I’d say I’ve learned more over the last six years from some of your ramblings than most people learn in an MBA course, so keep doing what you’re doing. But it’s funny being in this position now, having spent so much time sort of selling against the IBD model within TD Ameritrade, but what I’ve learned is it’s a good home for everybody. And a lot of times the advisors that they’re entrepreneurial enough where they like having their name on the door, but they’re not so entrepreneurial where they want to build everything out themselves, that’s where the independent broker dealers absolutely kill it. Their economics have gotten to a point where they’re really competitive. They offer transition capital that isn’t even going to be comparable in the RIA space unless you’re selling a minority share of your business. And you mentioned LPL, or we could really list all of the major ones, there’s not a department that they don’t have. It could be as nuance as finding 403(b) payroll slots or it could be as mainstream as fixed income or setting up events. There are all kinds of really neat departments that these all under one roof independent broker dealers have invested in. And a lot of times they make an effort to make you very much aware of all of the support because most people don’t use it. So I would say for the advisors that are looking to get their improved Toyota Tundra, then you can get probably 70 or 80% of what you want within the independent broker-dealer world. And you can also keep 20 or 30% of the stuff, maybe more that you really liked at your previous firm. So I think that’s where it really shines. I sometimes call it an incremental change rather than a transformational change. But for many advisors, incremental is really good enough if you get to keep the familiarity of how you’ve been doing business for the last 20-some years, but you’re able to get net improvement on the things that were really bothering you. Louis Diamond: Well said. Something that I’ve seen that’s been… I guess this could be either pro or con depending upon the advisor, but with some broker dealers, letting an advisor co-brand with them or really having a real consumer-facing brand, whether it’s, “I’m a franchise owner with Ameriprise,” or, “I’m independent through Raymond James,” or, “Running my own practice through Wells Fargo FiNet,” or, “I’m independent with Northwestern Mutual.” There’s definitely some brand cache or brand familiarity with some of those firms that may or may not be the same if you’re in the RIA world. So I would agree there’s a lot to like about the independent BD world and there’s a fit for people that is absolutely better with independent BDs than on the RIA side. Even if some people would say RIA is better, we’re cleaner, I wouldn’t say that. To me, it’s all about what an advisor’s goals are and then matching that up with what these firms do. And there’s never a perfect option. I jokingly say, “If there was a perfect firm, we wouldn’t be in business.” Every firm has their advantages or disadvantages. And depending upon where an advisor’s coming from, their style of business, their pain points, that’ll match up really well with on firm or one type of firm or one model than the other. Let’s pivot a little bit to the RIA world. A lot of your comments have been more about advisors affiliating or joining RIAs, this whole supportive version of independence concept. But what about advisors who want to go and start their own RIA? Either they’re leaving a captive firm and taking the entrepreneurial route and starting their own firm, or they’re leaving an independent BD to go start their own RIA. What do you see as some of the biggest misconceptions that advisors have about that move? Joshua Tomolak: That’s probably my favorite topic because there are the most misconceptions I think in this space. Louis Diamond: I’d agree. Joshua Tomolak: And I would say there’s 9 out of 10 conversations that I have with advisors and teams, they start off with the launching an RIA in mind or at least RIA curious and they want to understand what’s out there. And probably less than half the time do these folks end up actually launching their own RIA, which is okay because the ones that do are massively successful and they know they’re dang sure that’s exactly what they want to do. I think it gets a little bit romanticized sometimes that they’ll say, “Oh, I’ll just give Schwab a call,” or, “I’ll just give the custodian a call,” as if they were shopping independent broker dealers. That’s fine. You can do that and they will help you, but there’s quite a bit more to think about. And it’s not, in my opinion, the same as evaluating independent broker dealers. If it’s all right, I was taught the four pillars of the RIA model. I can go through that with you really quickly. So the way to think about the RIA space is in four pieces. And shout out to a friend, Eli Suarez, that taught me this years ago. The first pillar… Thinking of four pillars on a bar stool, if you will. The first one being administration. And this is your compliance, this is setting up your ADV, your LLC, all of your business formation documents. The second piece being technology, what do you actually want to use? Because the benefits of the broker-dealer world and the supported independent world is they’ve already built it for you. They’ve already paid for it and scraped their knees building it. In this case, you have to. And for some people, that’s really exciting to source financial planning software and portfolio management software and your CRM and tax software, et cetera. For some people, it just sounds like a huge headache. The third pillar being custodians. I have them third because you want to make sure that the right custodian can integrate properly with the technology that you’ve sourced that you’re passionate about. And then ultimately transition. What does a transition really look like? What are my legal and regulatory requirements? How does this work? What are the timelines? Things of that nature. So I guess I would say in closing that if those four things are things that you really want to own, then you’re in a really good position to consider an RIA launch. What do you think, Louis? Louis Diamond: I think that’s a great framework to break it down. Not just be like, “Okay, I can tolerate that,” or, “My team can do it,” but I think you have to be pretty excited about rolling up your sleeves and customizing and doing it yourself because in our experience, there’s a nominal differential between the economics of running your own RIA versus affiliating with an RIA or going to an independent BD. All the extra work and responsibility, you’re not really going to make it up, at least on the front end, on a higher net payout. So it has to be more about what the model means to you and having a vision that you don’t think anyone else can accomplish other than yourself. And looking at that crazy ever-expanding Michael Kitces’ FinTech map and there’s 500 different logos on it and being like, “Yes, that’s what I want. I want to go through this. I want to pick the seven pieces of my tech stack that work for me,” rather than getting, “Here’s the tech stack, take a demo, you like it, you don’t like it, take it or leave it.” To me, the two biggest misconceptions people have about the RIA world is one, “I’m going to have to be a full-time chief compliance officer,” and just that compliance is this boogeyman, this terrible, scary thing. In some ways it is. But the reality is most, especially startup RIAs will fully outsource compliance to a firm or they’ll hire a compliance consultant or firms that are big enough even will hire a CCO or repurpose someone on their team to be CCO. But compliance is much more streamlined and simpler than BD compliance. And ultimately, it’s compliance that’s being built for your business rather than compliance that’s being built for a publicly traded multinational company that supports 20,000 financial advisors. So I think compliance is always a big misconception. It’s definitely what a lot of firms will pry upon when they’re saying like, “Oh, you’re going to own all the legal and regulatory requirements. You could, but it’s definitely not a requirement.” And then I think another one is folks sometimes underestimate and overestimate the operational burden and how much work it is to start an RIA. Sometimes people just… They’re perfect for the RIA world, that’s their goal, but they get stopped in their tracks. They don’t really know what to do. But what we’ve seen, we said it earlier with so many different outsourcing solutions and different service providers that have popped up, if you have the fire in your belly to go build something, it doesn’t mean you’re doing it by yourself. I mean, that’s what firms like ours do. The custodians are very helpful. On the flip side though, I have seen advisors chasing payouts say, “Hey, I’m just going to go start an RIA because I want to make another 1 to 3%,” or whatever it comes to and they drastically underestimate what it really takes to build a successful firm. Joshua Tomolak: Exactly right. I think that’s my favorite one, Louis, overestimating and estimating the operational burden there is you could have the same conversation with two teams and it can go the completely different direction. Louis Diamond: Josh, let’s wrap here. I got one more question for you that I think is an exciting one, but give me three key trends or storylines that most people don’t know about or aren’t talking about that you’re passionate about or that you’re sharing with advisors or counseling today. Joshua Tomolak: Sure. This is the free advice portion. And I’ll tell you what, Louis, if it’s all right with you, I’ll give you two and I would love to hear one from you as well. The first one I’ve seen in both the independent broker-dealer and RIA space is the minority investor concept. A lot of folks will talk about the idea of taking chips off a table and starting to partially monetize your business. I think that’s all important, but what I’ve found is that a lot of advisors really want their partner, whether it’s an RIA broker dealer to help them grow. And that could be with M&A opportunities, that could be with traditional recruitment of advisors, that could be building a business plan. But the minority investment part really helps accelerate that for a lot of businesses because all of a sudden, not only are you cashing out a small part of your business, but you’ve just created an ally with the parent entity, it is now much more likely to help you grow in that capacity because they’re insulated from it and they profit when you profit. So I think it’s easy to be shortsighted and say, “Well, my equity’s going to keep growing. Why would I sell you a piece of this?” But I counsel folks often to really think about what that long-term strategic partnership is and making somebody a real equity partner rather than just a vendor that provides you with technology and regulatory coverage. The other one I’d say is that… And this one’s really important to me, that business formation is far more important than your assets under management. Said a different way, the way you build your business is going to make your business far more valuable than the number of dollars underneath your name. And what I mean by that is, just to use an example, a sophisticated, well-built, centralized, scalable and repeatable business, whether it’s an RIA with a broker-dealer that is going to fetch a far higher M&A multiple than a OSJ that’s five times the size that just has a bunch of 1099 independent advisors underneath the umbrella. What we’ve seen in the M&A space is that if you’re going to shell out 50, 60, $80 million for somebody’s business, you want to know that you have this business for the long term. So I would certainly counsel people that have been around maybe far longer than me to take a look at how you’re building this and put together a business plan on what those next 10 years should look like and not necessarily fall into the trap where your only revenue source is the override that you receive from a firm and then you in turn pay to the advisors on your team. Louis Diamond: Well said. I really like that line. We’d probably do a whole episode on what are the tips and tricks for building a business with the end in mind? Like the Covey quote, “Begin with the end in mind.” Transitions are like… They’re a bear. I mean, there’s no way to sugarcoat it. Advisors, when they hear transition, if you ask them, “Don’t think about it, give me your reaction.” “Terrible, risky, a lot of work. I’ll never do it again. My friend did it and it was terrible. What if my clients don’t come?” It’s all these negative emotions. And in many cases, I don’t blame an advisor because it is a big act. But to me, if someone is weighing making a transition, whether a wholesale business model change going from being an employee to being independent, going from being an advisor at an independent BD to starting an RIA, or even going independent BD to independent BD, it’s an opportunity if you rise to the occasion to build with this next act with intentionality. So whether it’s restructuring compensation for your team, converting people from 1099 to W2, putting in place new workflows, changing how investments, instead of it being each individual advisor doing investments to more of a centralized model, cleaning up workflows, really investing in data, investing in AI. It’s something that I think, again, we can have a whole episode on it, but I think it’s a great one. Build the business the right way. And obviously, businesses that are larger, theoretically, sell for more, but we’ve certainly seen businesses that are half the size of a larger one sell for a similar amount or more because they did all the right things and the larger one did the things that really turn off a buyer or detract from a valuation. Let me give you one more and tell me if you agree, but I think we’re in this moment when Altruist, the upstart, a new kid on the block custodian, they launched a basically tokenization of cash in a way to automatically agentically source or sort cash to the highest yielding money market. And you’re like, “This is fricking wonky. Louis, why are you telling us this?” I think this is an important one just to keep a watchful eye on. I have no idea how this is going to shake out, but really the biggest way that independent BDs or even custodians like Schwab and Fidelity really make money, it’s not on their overrides from practices or the admin fee or the custody fee. It’s really on net interest margin. So how much the broker-dealer or the firm is making on client cash and brokerage accounts relative to what they’re paying out the client. It’s essentially like free margin to these firms. And this concept, I think, has massive potential for disruption for the business model. Again, I don’t know what it’s going to look like, whether it means platform fees that are instituted at all these firms, whether it means certain models would be more beneficial than others, whether it means nothing’s going to change, which is probably the right answer given this industry. But it’s something to keep a watchful eye on just if your firm institutes a new platform fee or there’s a fundamental way in which your firm can no longer make money. How are they going to make it up? Are they now going to be uncompetitive? They’re not going to have as much scale or profits to invest in the platform. Is it going to cause even more consolidation in the industry? So to me, that’s the one pretty under the radar, pretty wonky storyline that I don’t think enough people are talking about, but has the biggest possibility for disruption across their space than anything I’ve seen in a while. Joshua Tomolak: Sure. That’s the whole iceberg. Not a lot of people are talking about it. It’s not poking out of the ocean, but it’s going to be continuously brought up. I think it’s a question that a lot of advisors are going to have to ask these firms. And at the end of the day, the firms aren’t the bad guys. They have to make money too to provide a quality product. So where the money comes from matters. Louis Diamond: Exactly. Josh, this has been awesome. I learned a lot talking with you and just having your objective consulting hat on what I think are really the differences between IBD and RIA and some of the key trends and storylines to watch has been instrumental. I’ll also give a plug that on our website and we’ll link to it in the show notes, we have a really helpful one-page reference guide going through the differences between independent BDs or IBDs and RIAs. So feel free to click on it. We’ll make sure it gets in your inbox. Josh, thanks again for joining us today. Joshua Tomolak: Yeah, thanks for having me, Louis. It was a pleasure. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and go

Unser Partner Scalable Capital ist der einzige Broker, den deine Familie zum Traden braucht. Bei Scalable Capital gibt's nämlich auch Kinderdepots. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Iran greift USA an, Ölpreis hoch. Hermès enttäuscht, Kering überrascht. Ford hebt Prognose. Rheinmetall wächst 69%. BASF spart und wächst. Garmin boomt. DoorDash darf Drohnen fliegen. Ebay darf zahlen. SK Hynix versiebenfacht den Gewinn, enttäuscht trotzdem. Zuckerberg will freiere KI und kämpft gegen Regulierung. Dazu die Zahlen von Meta (WKN: A1JWVX) und Microsoft (WKN: 870747). Krypto und Börse verschmelzen immer stärker. Ölhandel am Wochenende, Aktien-Futures auf Hyperliquid. Außerdem: Prediction Markets boomen. Vor allem Kombiwetten. Und Flutter (WKN: A14RX5) verdient mit. Diesen Podcast vom 30.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

Podcast de Mercado Abierto

Jeder Trader kennt die Empfehlung: „Du brauchst einen Trading-Plan.“ Aber was passiert wenn man sich echte Trading-Pläne anschaut? Wir haben 50 Pläne analysiert und dabei ein klares Muster erkannt. Nach über 10 Jahren Trading zeigt sich immer wieder: Viele Trader haben zwar einen Plan – aber keinen Prozess den sie langfristig umsetzen können. In dieser Folge sprechen wir darüber: • Warum viele Trading-Pläne auf Papier besser aussehen als in der Realität • Welche Fehler sich immer wieder wiederholen • Warum mehr Regeln nicht automatisch besser sind • Warum Statistik wichtiger ist als einzelne Trades • Was einen wirklich handelbaren Trading-Plan ausmacht Ein profitabler Trader braucht nicht den kompliziertesten Plan. Er braucht einen klaren Prozess den er über hunderte Trades konsequent ausführen kann. Eine Folge für Trader die nicht mehr nach der nächsten Strategie suchen, sondern endlich verstehen wollen was langfristig den Unterschied macht.

Send us Fan Mail⚠️ Viewer discretion advised: This episode contains strong language and candid adult conversation.According to the 2026 agent-production chart referenced during this episode, approximately 84% of NAR-registered agents had closed zero transactions between January 1 and July 6, 2026, while approximately 97% had closed four transactions or fewer.So what is actually happening inside the real estate industry?In this unfiltered episode of RealEstateAF, Mark Jones sits down with three experienced San Antonio real estate brokers: Jeff Garza, Robert Saenz and Cesar Amezcua.The panel breaks down why so many agents are struggling, whether real estate has been incorrectly marketed as a side hustle and why simply changing brokerages rarely fixes the real problem.They also get brutally honest about:• Whether real estate licensing standards adequately protect consumers• Why experience and fiduciary responsibility still matter• Massive builder commissions and new-construction incentives• Finding the actual cash value of a new home• Why so many real estate contracts are falling apart• Performative social-media success and “I just capped” posts• The temporary excitement of changing brokerages• What real rainmaker activity actually looks like• Whether struggling agents are surrounded by the wrong people• When becoming a dual-licensed Realtor and loan officer makes sense• Better ways agents can create additional sources of income• Social-media boundaries, lead verification and agent safetyThis is not an attack on struggling agents. It is an honest conversation about the difference between holding a real estate license and building a sustainable professional real estate business.Statistics discussed in this episode are based on a chart displayed and referenced by the panel. RealEstateAF has not independently audited the underlying dataset.━━━━━━━━━━━━━━━━━━━━TODAY'S GUESTSJeff GarzaCEO and Broker, Redbird Realtyhttps://redbird-realty.com/Robert SaenzBroker, Xsellence Realtyhttps://www.xsellencerealtysa.com/Cesar AmezcuaOwner and Sponsoring Broker, CA & Company, REALTORS®https://cacompanyrealtors.com/━━━━━━━━━━━━━━━━━━━━CHAPTERS00:00 – Cold Open: Get Better Every Day00:32 – Introducing Jeff Garza, Robert Saenz and Cesar Amezcua02:46 – The 2026 Agent Chart: 84% Closed Zero Transactions08:00 – Real Estate Licensing Standards and Consumer Protection12:25 – Builder Incentives, New Construction and Fiduciary Duty24:37 – Failed Contracts and Performative Social-Media Success31:00 – Brokerage Hopping and the 60-Day Honeymoon50:26 – What Real Rainmakers Actually Do1:00:26 – The 84%, Top Producers and Dual Licensing1:16:45 – Agent Safety, Social-Media Boundaries and Final Takeaways━━━━━━━━━━━━━━━━━━━━POWERED BY LOANBOTRealEstateAF is powered by LoanBot — Smarter Mortgage Matching.Search LoanBot in the Apple App Store or Google Play.Affiliation disclosure: RealEstateAF host Mark Jones is a co-founder of and holds an ownership interest in LoanBot.LoanBot is an educational mortgage-matching and technology platform. It does not issue loan approvals, make underwriting decisions or provide a commitment to lend.━━━━━━━━━━━━━━━━━━━━CONNECT WITH MARKConsidering buying, refinancing or developing a mortgage strategy?Visit:https://MortgageTalkWithMark.comMark JonesBranch Manager and Senior Loan OfficerNMLS #513437iTHINK Mortgage powered by Premier Mortgage Resources, LLCNMLS #116924123 Boerne Stage Road, Suite 103San Antonio, Texas 78255Equal Housing Opportunity━━━━━━━━━━━━━━━━━━━━CHANNEL AND PODCAST DISCLOSUREThe information presented in this podcast is provided for general educational and entertainment purposes only. It is not legal, tax, financial, investment, real estate, accounting or individualized mortgage advice.Guests appear for informational and discussion purposes and speak on their own behalf. Their statements, opinions and experiences do not necessarily represent the opinions or policies of Mark Jones, RealEstateAF, iTHINK Mortgage, Premier Mortgage Resources, LLC, LoanBot or any affiliated organization.No compensation is paid or received in exchange for referrals, endorsements or podcast appearances. Nothing discussed during this episode should be interpreted as an agreement to refer settlement-service business or as a requirement to use any particular real estate broker, lender, title company, insurance company or other service provider.Mark Jones is a licensed mortgage loan originator. This content does not constitute an offer to extend credit or a commitment to lend. All loan programs, interest rates, terms, qualifying requirements and product availability are subject to change without notice. All financing is subject to application, credit review, property approval, underwriting approval and applicable investor or agency guidelines. Not all applicants will qualify, and not all products are available in every state.Mortgage examples discussed during the podcast may be hypothetical and may not reflect current interest rates, loan costs, property conditions or an individual borrower's eligibility.Premier Mortgage Resources, LLC is not affiliated with or acting on behalf of the United States government, HUD, FHA, VA, USDA or any other governmental agency.Mark Jones | NMLS #513437Premier Mortgage Resources, LLC | NMLS #1169Equal Housing OpportunityNMLS Consumer Access:https://www.nmlsconsumeraccess.org/━━━━━━━━━━━━━━━━━━━━TEXAS CONSUMER NOTICEConsumers wishing to file a complaint against a mortgage banker or a licensed mortgage banker residential mortgage loan originator should complete and submit a complaint form to the Texas Department of Savings and Mortgage Lending.Complaint forms and instructions may be obtained from the Department's website at:https://www.sml.texas.gov/A toll-free consumer hotline is available at 1-877-276-5550.The Department maintains a recovery fund to make payments of certain actual out-of-pocket damages sustained by borrowers caused by acts of licensed residential mortgage loan originators. A written application for reimbursement from the recovery fund must be filed with and investigated by the Department before payment of a claim. Additional information about the recovery fund is available through the Department's website.━━━━━━━━━━━━━━━━━━━━

Erfahre hier mehr über unseren Partner Scalable Capital - dem Broker mit einem der besten YouTube-Kanäle zu Aktien & Investments. https://www.youtube.com/@scalable.capital/videos KI-Aktien unter Druck, Corning besonders. Mercedes kürzt Prognose, Aktie steigt. Boeing liefert mehr Jets. PayPal offen für Übernahme. Visa entlässt. Gucci erholt sich. NVIDIA least Rechenzentrum. ABB (WKN: 919730) verkauft Robotik an SoftBank und kauft dafür Ventilspezialist Rotork. Rekordzahlen dank Rechenzentren. Aber das kostet: KGV bei 26, Aktie 50% im Plus auf Jahressicht. Coca-Cola (WKN: 850663) schlägt Konkurrenz. 5% organisches Wachstum, Coke Zero legt 16% zu. Dazu hilft die WM. Die hilft auch bei Unilever (WKN: A0JNE2). Dort feiert man 6% Volumenwachstum, das höchste seit 2010. Und die FIFA will sich teilweise verkaufen. Diesen Podcast vom 29.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most Canadians think mortgages only come from the big six banks. They're wrong, and it's costing them. In part one of a two-part series, Ryan and Neal break down what a Mortgage Investment Corporation actually is, how it works, and why it exists in the first place.They cover the borrowers banks turn away, how non-bank lenders get their capital, and why Canadian MICs are nothing like the Big Short. They dig into the numbers from Wawa's research: the top 43 mortgage investment entities manage nearly $38.5 billion in assets, delivered 9.2% weighted average returns in 2024, and yet still represent only 4% of Canada's total mortgage market. Compare that to the UK, where non-traditional lenders now account for 60% of gross mortgage lending.They also break down what causes a MIC to blow up, why the biggest players are built to survive a downturn, and the uncomfortable truth about what your bank is actually doing with your savings account.Show Chapters:4:56 Today: What Is a MIC (Part 1 of 2) 6:09 Why Canadians Only Think of the Big 6 7:14 The Borrowers Banks Turn Away 10:44 Why Canadian MICs Aren't the Big Short 11:00 What a MIC Actually Is 13:30 What Causes a MIC to Blow Up 15:36 MIC vs Broker vs Bank 16:12 Who Actually Borrows From a MIC 18:39 $38.5 Billion Managed by the Top 43 19:22 MIC Returns: 9.2% in 2024 20:45 MICs Are Only 4% of the Mortgage Market 21:41 The UK Has 60% Non-Traditional Lending 23:32 Banks Give You 2% While Lending Your Money at 9% 25:47 Why Big MICs Will Survive the Downturn 29:39 How a MIC Expands Through AcquisitionResources:Keystone Capital GroupCPLP Instagram: @cplpodcastKeystone Instagram: @keycapgroupFind Neal On:Instagram: @neal.andreinoLinkedIn: Neal AndreinoFind Ryan on:LinkedIn: Ryan MacNeilE-mail: ryan@keycap.ca

ChatGPT analysiert Charts, erstellt Trading-Pläne und beantwortet nahezu jede Trading-Frage in Sekunden. Doch bedeutet das, dass künstliche Intelligenz einen erfolgreichen Trader ersetzen kann? In dieser Folge vergleichen wir ChatGPT mit einem erfahrenen Trader – nicht anhand eines einzelnen Trades, sondern anhand der Fähigkeiten, die langfristig über Konstanz entscheiden. Wir sprechen darüber: • Wo ChatGPT im Trading bereits beeindruckende Ergebnisse liefert • Warum gute Analysen nicht automatisch gute Entscheidungen bedeuten • Welche Rolle Erfahrung, Psychologie und Disziplin spielen • Wie wir KI heute bereits sinnvoll im Trading einsetzen • Warum die Zukunft wahrscheinlich nicht „KI oder Trader“, sondern „KI und Trader“ heißt Eine ehrliche Diskussion über Chancen, Grenzen und die Frage, wie Trader künstliche Intelligenz als Werkzeug nutzen können, ohne die Verantwortung für ihre Entscheidungen aus der Hand zu geben.

Too many producers operate from a place of scarcity - they walk into discovery meetings desperate for the win, giving off an energy that actually repels prospects. If you want to scale your book and become a true industry expert, you have to completely shift your mindset: stop needing the deal, and start making it entirely about the buyer.My guest, Jon Slusser, Chief Growth Officer at Gibson, joins me to discuss how to cultivate this "Elite Mindset." Jon shares his journey from being a self-described "turd" and selfish college soccer forward to becoming an ego-free, collaborative sales leader. We discuss the necessity of "detaching" from a deal, why new producers must operate with a sense of urgency (and avoid the "salary guarantee trap"), and how Gibson uses the "4 C's" to successfully integrate new talent alongside gray-haired veterans. Jon also opens up about his son Leo, a true "one-of-one," and how facing an unprecedented medical journey clarified his ultimate priorities as a father, husband, and professional.▶▶ Sign Up For Your Free Discovery Callhttps://completegameu.com/request-a-callTimestamped Outline(00:00) The Mastodons and Nepotism: How Jon Found His Way to Insurance(04:54) The Worst Teammate: A Harsh Soccer Lesson That Built a Better Leader(07:37) The Necessity of Coachability: Identifying Natural Curiosity and Humility(10:33) Shifting Mindsets: Detaching from the Deal and Leading with Abundance(13:00) The Unseen Force of Sales: How Prospects Feel Your Scarcity Energy(14:50) "If You Can't Be My Friend, You Can't Be in My Book of Business"(16:32) Advice for New Producers: Bring Your Future Forward and Ditch the Waiting Game(18:31) The Trap of Salary Guarantees: Finding the Sweet Spot of Urgency(21:40) Gibson's Training Strategy: Niche Focus, Defined Buyers, and Veteran Support(25:01) The 4 C's of Producer Development: Clarity, Connection, Contribution, and Commitment(26:44) The Tampa Bay Epiphany: Transitioning from Top Producer to "Hero Maker"(31:13) Leo's Story: Controlling the Controllables During a 103-Day NICU Stay(37:34) Jon's Lightning Round: The 4:30 AM Five Pillar Routine, Marathon Training, and The Purple CowCONNECT WITH ANDY NEARY

Can 17 years of banking experience turn a new broker into an overnight success? For MoneyQuest Clayfield broker Matt Glennon, the journey to settling over $80 million in his first year took nearly two decades of building trust, mastering credit, and honing relationships. Host Annie Kane catches up with the former BOQ owner-manager to discuss his leap into broking, how he structured his business to write 10 to 12 loans a month right out of the gate, and why he immediately outsourced his back office to focus on high-value client conversations. He also shares how he's building a specialised niche helping self-employed clients resolve ATO tax debt. Tune in to find out: Why and how he leverages BDM relationships to his gain. The strategies he uses to convert high-value referral partners. Why he chose a franchise model to fast-track growth. And much more!

400 Trades später kommt man zu einer Erkenntnis die viele Trader nicht hören wollen: Nicht die Strategie ist das Problem. Viele Trader suchen ständig nach neuen Setups, Indikatoren oder besseren Einstiegen. Doch nach hunderten analysierten Trades zeigt sich ein anderes Muster: Der größte Fehler passiert nicht beim Einstieg – sondern beim Prozess dahinter. In dieser Folge sprechen wir darüber: • Warum Trader ihre Strategie zu früh aufgeben • Warum Statistik wichtiger ist als einzelne Ergebnisse • Wie Emotionen gute Setups zerstören • Was profitable Trader anders machen • Warum 400 Trades mehr aussagen als 10 vermeintliche Gewinner Trading-Erfolg entsteht nicht durch den nächsten Geheimindikator. Er entsteht durch einen klaren Prozess den du immer wieder reproduzieren kannst. Eine Folge für alle Trader, die bereits Erfahrung haben – aber endlich konstant werden wollen.

My #1 Broker of choice: https://get.cobratrading.com/bthestory/ In today's special episode, I sat down with Cody, a Millionaire Trader with over 15 years of experience, as he answered some very tough questions submitted to us by viewers of the show. We've never done anything like this on the channel, so be sure to check it out. Discord and Trading Tools I Trust: https://linktr.ee/BTheTrader FREE Trading Journal (stop paying for online journal) Cody

They're less than two weeks from flipping the switch. In Part 1 ("Here's WHY we switched Broker-Dealers"), two advisors explained why they left their broker-dealer after a consolidation made it too big, too slow, and too conservative. In this episode, they cover the how — the parts of a broker-dealer transition most advisors never talk about.We get into the mechanics: using a third-party vendor to hold client data until the exact day of transition (and why that sidesteps non-compete headaches), how they're telling clients the news, which accounts made the cut and which didn't, and the advice they'd give their past selves seven months ago — including the eye-watering signing bonuses they turned down along the way.

Wall Street pulled back modestly this week as investors continued rotating away from some of the market's biggest technology names. The Dow Jones declined 0.4%, the S&P 500 fell 0.6%, and the Nasdaq dropped 2.1%. Despite the weekly decline, all three major indexes remain positive for the year, with the Dow up 8.1%, the S&P 500 up 8.3%, and the Nasdaq up 7.5% year to date. The Money Wise guys discuss the recent broadening of market leadership beyond the hyperscalers, reviewed the impact of rising oil prices and Treasury yields, and explain why recent weakness in technology stocks appears to be more of an orderly market rotation than a change in the long-term investment outlook. The conversation also highlights Davidson's continued emphasis on diversification and active portfolio management during periods of elevated volatility. The second half of the program shifts to investor education, focusing on the importance of understanding financial strategies before acting on marketing claims. The hosts discuss Roth conversions, explaining why they can be valuable in certain situations but are not appropriate for every investor and always require careful tax planning. They also emphasize the importance of maintaining adequate portfolio liquidity, particularly for investors with significant holdings in illiquid assets such as real estate or private investments.  Roth Conversions Strategies like Roth conversions can provide meaningful long-term tax benefits, but they aren't one-size-fits-all solutions. Factors such as your current tax bracket, available cash to pay taxes, retirement timeline, and overall financial goals all play an important role in determining whether a conversion makes sense. Likewise, maintaining appropriate portfolio liquidity can help investors meet unexpected cash needs without being forced to sell long-term investments at inopportune times. Taking the time to evaluate these decisions within the context of a comprehensive financial plan can help investors make choices that align with their broader objectives rather than reacting to marketing messages or short-term trends. In the second hour, the Money Wise guys explore RIA vs. Broker. You don't want to miss the details! Tune in for the full discussion on your favorite podcast provider or at davidsoncap.com, where you can also learn more about the Money Wise guys or take advantage of a portfolio review and analysis with Davidson Capital Management.

Home Loans Radio 07.25.2026 with That Mortgage Guy Don- Reverse Mortgage for the win!www.thatmortgageguydon.com

We discuss determination vs self accomplishment regarding financial success and other issues.

As investors scramble to beat the SMSF deadline, the biggest question is no longer what to buy before August – it's where the best opportunities will be once the market settles. On the How I Met My Broker podcast, hosts Hung Chuy and Liam Garman are joined by Property Strats founder Steve Ash to discuss the investment opportunities emerging after the federal budget changes and the looming self-managed super fund (SMSF) deadline. The trio discuss why Melbourne is back on investors' radar, pointing to discounted house prices, improving value and strong long-term fundamentals that could make the city one of Australia's most compelling markets over the coming years. The conversation also examines the SMSF frenzy ahead of the borrowing ban, with Chuy revealing demand has been so strong his brokerage has stopped taking on new SMSF clients, while Ash explains what investors should expect once the deadline passes. The trio then explore where investors could turn next, from commercial property and trusts to the potential emergence of a buyer's market, arguing that those with finance in place and a long-term strategy will be best positioned to capitalise on the next wave of opportunities.

Commercial real estate is changing, and the smartest investors are already adapting. In this episode, Nate Sosa and Thomas Castelli sit down with Mark Sinnett, Head of Capital Markets for Quebec at Avison Young. After closing more than 800 commercial real estate transactions totaling over $10 billion, Mark shares what institutional investors are seeing before everyone else. They discuss: - Why retail may be the biggest opportunity today - Whether office buildings are making a comeback - What's really happening in multifamily housing - How sale-leaseback transactions create massive liquidity - The role AI will play in commercial real estate - Why every investor needs multiple exit strategies If you invest in commercial real estate or want to understand where institutional capital is moving, this episode is important for you. Request a free discovery meeting: go.therealestatecpa.com/mlre Register for FREE access to the 2026 Hall CPA Tax Strategy Summit: www.taxandlegalsummit.com/2026signup Join the Hall CPA Team: www.therealestatecpa.com/careers/ Get the Ultimate Guide for Real Estate Syndications: go.therealestatecpa.com/mlreultimateguide Submit your questions to: go.therealestatecpa.com/question The Major League Real Estate podcast is for general information purposes only and is not intended to provide, and should not be relied on for, tax, legal, investing, financial, or accounting advice. Information on the podcast may not constitute the most up-to-date legal or other information. No reader, user, or listener of this podcast should act or refrain from acting on the basis of information on this podcast without first seeking legal and tax advice from counsel in the relevant jurisdiction. Only your individual attorney and tax advisor can provide assurances that the information contained herein – and your interpretation of it – is applicable or appropriate to your particular situation. Use of, and access to, this podcast or any of the links or resources contained or mentioned within the podcast show and show notes do not create a relationship between the reader, user, or listener and podcast hosts, contributors, or guests. Any mention of third-party vendors, products, or services does not constitute an endorsement or recommendation. You should conduct your own due diligence before engaging with any vendor.

Send us Fan MailShould every home be listed on the MLS? Or are office exclusive listings actually in the seller's best interest?The battle over private listings, office exclusives, and Clear Cooperation has become the biggest controversy in residential real estate. Compass, Zillow, Redfin, Homes.com, and the National Association of REALTORS® are all at the center of a debate that could fundamentally change how homes are bought and sold in America.In this episode of Dishin' Dirt, I take a deep dive into NAR's newly released Office Exclusive & Pre-Marketing Guidance and explain what every REALTOR®, broker, and seller needs to know.This isn't another opinion piece. It's a practical walkthrough of what NAR's guidance actually says—and what it means for your fiduciary duties to your clients.I will explain: Why NAR issued this guidance now  The difference between Office Exclusives, Coming Soon, and Pre-Marketing When an office exclusive may truly be in a seller's best interest  The broker's fiduciary duties under Article 1 of the REALTOR® Code of Ethics  Required seller disclosures and informed consent  One-to-one broker communications and Clear Cooperation compliance  Why NAR devoted an entire section to defending the MLS  The real question every listing broker should ask before recommending an office exclusive  How South Carolina's recent guidance aligns with NAR's national position  Why transparency—not technology—is the real issue shaping the future of real estate Whether you're a REALTOR®, broker, attorney, MLS executive, appraiser, or simply interested in the future of residential real estate, this episode will help you understand one of the most important industry issues of 2026.Do office exclusives protect sellers—or do they reduce transparency and competition? Listen and decide for yourself.

Unser Partner Scalable Capital ist der einzige Broker, den deine Familie zum Traden braucht. Bei Scalable Capital gibt's nämlich auch Kinderdepots. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Alphabet hat so lala Zahlen & versenkt Reddit. OpenAI-Agent hackt Hugging Face. Anthropic verdoppelt Lobby-Budget. Super Micro explodiert. AMD investiert 5 Mrd. $ in Anthropic. GE Vernova enttäuscht. Tesla auch. ServiceNow nicht. Airbus plant Rückkäufe. Legrand (WKN: A0JKB2) macht Sicherungskästen und Kabelkanäle. Langweilig? Vielleicht. Aber ein Viertel vom Umsatz kommt aus Rechenzentren. Und die Aktie ist günstiger als die KI-Hype-Konkurrenz. 20% EBIT-Marge inklusive. Krypto-Regulierung rückt näher. Coinbase und Circle feiern. S&P bringt Krypto-Index ohne Bitcoin. Und Peptid-Firmen im Graubereich kassieren plötzlich Millionen in Bitcoin (700% mehr als im Vorjahr). Diesen Podcast vom 23.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

How can organic writing and leaning into the pivot help your stories stand out? And how can you pitch a story as a discovery writer if you genuinely don't know what's going to happen next. Steven James gives his writing tips after more than 20 years as an author. In the intro, Better Than Free in an Age of AI [Kevin Kelly on Tim Ferriss; Kevin Kelly on The Creative Penn]; Future Vision XPrize; A Different Kind of Bucket List. Today's show is sponsored by Draft2Digital, self-publishing with support, where you can get free formatting, free distribution to multiple stores, and a host of other benefits. Just go to www.draft2digital.com to get started. This show is also supported by my Patrons. Join my Community at Patreon.com/thecreativepenn Steven James is the multi-award-winning and international bestselling author of 21 novels across thrillers, YA, and science fiction, with more than a million copies sold, as well as the author of non-fiction craft books for writers, a writing teacher, and the host of The Story Blender podcast. You can listen above or on your favorite podcast app or read the notes and links below. Here are the highlights and the full transcript is below. Show Notes How to lean into organic writing, and what to focus on instead of plot How characters unfold on the page, and why an attitude beats a background Producing an outline for an agent or publisher when you genuinely don't know what happens next Don't pitch the plot, pitch the pivot The four choices you have in every scene, and why logic plus surprise is the engine of story Faith, moral clarity and big questions You can find Steven at StevenJames.net. Transcript of the interview with Steven James Jo: Steven James is the multi-award-winning and international bestselling author of 21 novels across thrillers, YA, and science fiction, with more than a million copies sold, as well as the author of non-fiction craft books for writers, a writing teacher, and the host of The Story Blender Podcast. So welcome to the show, Steven. Steven: Thanks for having me, Jo. Good to be here. Jo: Great to have you on the show. First up— Tell us a bit more about you and how you got into writing and publishing. Steven: Oh, gosh. Well, the thing is, when I was a kid, I fell in love with stories. My uncle would always, whenever we got together for the holidays—Christmas, New Year's and so on—he would take my sister, my brother and myself into a corner of the room while the other adults had coffee, and we would just sit there, and he would get this look in his eye and he'd say, “I'm going to tell you a story.” We were transported to another world. We were swashbuckling with pirates, or facing down a grizzly bear in Alaska, or flying over the desert on a flying carpet, or whatever. I fell in love with imagination and stories and everything. So I started reading as much as I could, mostly short stories. They had a programme at our library called the paperback book exchange, where you bring a paperback book and you leave it, and you can take any one of the paperback books that they had. You could keep it as long as you wanted. If you wanted it for your life, that's fine, or you could just bring it back as soon as you finished reading it. Anyway, I went crazy over the summers reading short stories, mainly. As I got older, I was like, “I think I want to be a storyteller.” So I actually got my master's degree in storytelling. Then I started to travel and tell stories, but I had three little daughters at home, and I was like, “I don't want to be gone 300 days a year when they are growing up.” So I ended up starting to write stories instead of travel, and then it just kind of shifted in that direction. That was in '97. Oh my goodness, that's long. '97, '98. So then I started to write books, and then eventually in 2007, I think, my first novel came out. Now, mainly, I've been writing novels ever since. Jo: It's so interesting. Was it a job, storytelling? Is that what you did before you became a book writer? Or did you have a different job? Steven: I mostly would go to events, conferences, schools and so on, and do a family-friendly storytelling show. So I would tell personal stories, some folktales reimagined. I would go to different events around the country. Mostly it was that. Then I started to shift. I wrote for magazines for a while—80 different magazines I wrote for over those years, a couple of hundred different articles, stories. I was like, “I'm just going to try to make a living telling stories.” So the shift has gone back and forth between actually telling stories and writing stories, but these days, I don't know. I'm still speaking. I'm still out there teaching. Jo: That's so interesting, because it's obviously a completely different thing to tell a story in person than it is to write a story. So when you decided to shift that way, what did you have to learn and unlearn? Because your thoughts on the page are so different to when you can make eye contact with an audience. Steven: That's a good point. I kind of started by telling stories back when I was in college, so I sort of moved from telling to writing. And you're right, there's so much that's lost, whether it's eye contact or pauses. On a printed page, there's always the same amount of space between every word—a space. But when you tell stories, obviously you pause for effect in different places, different areas, and so it's quite different. So if I have an idea for a story, I usually have to decide, is this going to be written or told? And then I do it in that medium. Then if I want to, let's say, tell a written story, I almost have to relearn it, or retell it very differently. You have gestures, body language. All of those things are obviously lost in text, so they are very different. I think for me it's been good, because when I tell stories, I hear different characters speaking, so that when I write, usually dialogue comes fast to me. I can hear what people are saying. I don't always know where they are. I don't always know the setting. I don't even know the scene necessarily, but I can hear the dialogue. Then it also helps me to step into the characters, like when I'm writing different points of view, so that I think I can do a good job of getting into that character's mind, as if I were that person. I think some of that comes from just telling stories. Jo: You've taught so many writers over the years, and it's interesting you said that you hear characters' dialogue. I see visual film in my mind. I don't hear any voice at all. It's all silent. I struggle with dialogue, but I do great world building. Do you find that this really is different by the author? I feel like we fall into these different groups. Steven: Yes, I do. I kind of feel like that's very true as far as what comes first, whether it's a description of a place, whether it's the action. I mean, basically a story has dialogue, narration—or we call it sometimes exposition—and description. Those three things. Every story has those three things, and those are the three that we use to tell a story, a novel. So some people tend to drift into one or the other as sort of their default setting: dialogue, description, or action. That's true. I think also something else that's interesting about writers is they tend to fall into either the camp of being a wordsmith or a storyteller. Not everyone, but I feel like some people are wordsmiths, where I read what they're writing, and I'm like, “Man, this is so powerful, evocative,” whatever. Maybe there's no story there. It's just really interesting writing. Other people just are natural storytellers, and they have to really work on the wordsmithing. I think that's me. I'm more naturally just a storyteller, but it takes me a long time to get the descriptions to where I want them, to choose exactly the right word. That takes me more effort. Some people have to build up the storytelling muscles. I have to build up the wordsmithing muscles. Jo: Well, part of the reason I wanted to talk to you is because you talk about this thing called organic writing in your book Story Trumps Structure, which is out now in a second edition. I call it discovery writing, so similar to you. But most people in the writing community seem to obsess about plotting and planning. So talk about your process of organic writing. You say in the book, “Trust the fluidity of the process.” Tell us more about that. Steven: Well, I remember in high school even, when my teacher got up front and he kind of got this very almost wise look on his face, and he goes, “A story is something with a beginning, a middle, and an end.” I'm sitting there in high school like, “Well, so does a bratwurst. What are you talking about here?” A description of a chair has a beginning, a middle, and an end. The sentence, “Preheat the oven to 450 degrees,” has a beginning, a middle, and an end. My view is that saying a story is something that has three acts is like saying that a pizza is something with three toppings. It might have three. It might have one. It might have five. So the idea for me is not to worry about structure, trying to tick off the boxes of a template, a formula you find online, a fill-in-the-blanks kind of a thing. But instead, to actually look at what lies at the heart of the story—the character, the tension, the struggle, the pursuit, the pivots and plot twists, and the payoff at the end. As you develop those aspects of the story, I feel like you need to worry less and less about following a formula. The more you understand what lies at the heart of a story, I feel like the less you need to plot and the less you need to write by the seat of your pants. A lot of people say, “Oh, you write by the seat of…” No, I don't write by the seat of my pants, because I know what a story contains, so I know that in a certain scene a character will make certain choices that are unpredictable but that escalate the tension, and different things like that. I'm a huge proponent of discovery, as you say, or organic writing. I won't get the quote exactly right, but Ray Bradbury said something along the lines of, “Plot is the tracks left in the snow after your characters have run by on their incredible destinations. It cannot precede action. It is the chart that remains when an action is through.” So he's saying plot is not what precedes action. After the action, you have plot. So the whole idea of trying to plot out a story before you write it is going about writing exactly backwards. Plot doesn't precede action. It's the result. So I always tell people, “Don't worry so much about the plot. I want you to look at the pursuit.” A plotter might say, “Well, what should happen?” And they'll just come up with something. But an organic writer—a pursuit-based question would be, what does the character want? Now, when I know what the character wants, I will know what should happen. So literally, it will lead me to the story. Focusing on plot will not necessarily lead you to the story. It might lead you down the wrong track. Jo: Then in terms of your actual writing process— Do you start writing without knowing the ending? Do you write in order? Is the organic side also in the process? Steven: I've never started a book where I know how it will end. So I usually start with either a character that's fascinating or, in some cases, a premise, a question. Then as I write, I explore the possibilities of where it might go. I've tried to outline a scene—like one scene, not a whole book—and it never works. I can't even outline one scene. I've tried, and I'm like, okay, that's… What I end up with is completely different from it, so it's just a waste of time and effort for me to try to outline or plot out a story. I'm much more interested in the pathway the characters will take as they face obstacles and setbacks in their pursuit. As the struggles and the tension develop, what choices will they make? That's how the story will unfold for me. Jo: I'm similar. Then I also wonder— Do you do character sheets and character bios, or do the characters also unfold organically? Steven: Absolutely, I don't do any of the sheets and bios and stuff. The characters really come to me as I write. I begin to get to know them. I always tell people, a character with an attitude is more interesting than a character with a background. So a lot of people will spend a lot of time on, like, where's this character gone to college, and what's their first pet's name, all that stuff. I'm not trying to dump on that idea. I get that that can be helpful. But I'm like, how would I know that until I've spent time with them? Then once I begin to spend time with them, I'm writing and I'm like, “Nah, this doesn't seem like what that character would really say or do,” so I have to go back and rejigger the story to hopefully make it fit with that character. Then I like to give the characters some sort of attitude. I'm not talking about a negative or judgy attitude, but an attitude about something that is unique or different, and that makes them not a template character, not an archetype or whatever, but unique. Sort of this constellation of unique traits, characteristics, maybe wounds, flaws and so on, that create a character where you're like, “This is a character like none I've ever seen before. I want to spend time with this character.” Jo: Then you're spending time with the character by writing what's happening, as opposed to writing loads of stuff beforehand and then starting to write. You're actually finding all of this out during the process of writing. Steven: Yes, and I think it's kind of like getting to know someone. If I were to say, “Okay, I'm going to write down Jo's bio,” or whatever—okay, I'm making stuff up, because I don't know you super well. If we were to spend time together, hang out, whatever, talk, over the course of time I would start to know, oh, she likes this, she doesn't like that. This is important to her. This is what she would weep or pound the table over—whatever, all of the things that come with time. It's like a friendship in real life to me. So I can't sit down and tell you what a character in real life would think and say and do if I don't know them, but the more time I spend with them, then the more I'm able to predict that accurately. I think the mistake a lot of people make is they think, “I'm going to get to know this character with a background,” and then they start writing it, and instead of looking at the context, they look back at the—I don't know what you call it—the background or something like that. I always feel like what you mentioned earlier is, like, hold it loosely in your hand. Trust the fluidity of the process. As you're writing, you have an instinct. “Ah, I think this character would say this or do this.” So trust that. Trust that instinct. Trust that moment in the story, instead of trying to go back to an outline, back to a character description, or whatever it might be. So I'm a big proponent of looking at the context—not just what happened, but what is the result? So looking at the impetus and the implication of the choices and the activities. When something occurs, what would the character naturally say or do or think or respond? Then what would that cause? What's the implication that that would have on the rest of the story, on the rest of the characters? So, really trying to keep your finger on the pulse of the story, and adapt as you move forward through it. Jo: I love all of that, but I also am very aware that you've been in traditional publishing for over 20 years, and one of the things with agents and publishers is that they often ask for an outline. So how do you manage that? Or how did you more earlier in your career, because I imagine they just trust you now. Earlier in your career, or people listening who want to pitch but they write in this organic way, how do we deal with that kind of thing? Steven: Well, okay, so there's two good questions. One is about producing an outline for an agent or editor or publisher and so on. The other is how to pitch a story. So the first: I would write the premise down, and maybe a paragraph or two, and then where I think it might go. Basically, I would focus on the questions that the characters will face, maybe the moral dilemmas, the sacrifices they have to make, the world they live in. I kind of know that stuff, and I can write a couple of paragraphs about that. But beyond that, I just don't know what's going to happen, so I can't really provide more. I'm looking at my shelf at the books that I've done, and mostly that's what I've done is kind of a couple of paragraphs focusing on the premise and the problem, the struggle, and so on like that. As far as pitching a story, I always tell people, “Don't pitch the plot, pitch the pivot.” I think that there's a screenwriter—I think that he talks about this a little bit. I've not read the book Save the Cat, but people have told me, “Oh, he kind of brings this up in that book.” The idea is to pitch the irony instead of what occurs. So sometimes when I tell people to pitch, or I give them ideas, one process that you can use is: when, must, before, or else. So, when this occurs, this character must do something before this, or else. So you have the character, you have the struggle, you have the inciting incident, you have the stakes, and you have the countdown. It works well for thrillers. So for instance, like Jaws. When a man-eating shark starts eating people in a small seaside village, the sheriff must stop him before more people die and the town loses its economy. So there you have when, must, before, or else. Now, no one's going to buy the story based on that, because there's no irony, there's no pivot. It's just a description of the plot, and that's what most people pitch. So I always tell people, pitch the part of the story that you wouldn't expect. So for instance, in there you might pitch: when a shark starts eating people in a small seaside village, the only one who can stop him is afraid of the water. Now you're like, “Oh, well, that's interesting. How does that happen? What happens there?” With my book Broker of Lies, the pitch was something like, when a high-level Pentagon redactor ends up on the run, he must stop a terrorist attack before he's neutralised by the people he trusts the most. So the pivot is that the people he trusts at the Pentagon the most are actually trying to neutralise him because he's on the run, and all that kind of stuff. So why would they be trying to do that? Well, that's interesting. So it's always looking for the irony, the pivot. Why is this character the last one in the world who would ever be equipped to tackle this problem or face this issue? So that's one way to do a pitch. Obviously there's lots of them, but I think your goal with a pitch is to get them to say, “Tell me more.” It's not necessarily to summarise the whole story. Jo: That's great advice. So you teach writers—I first saw you at ThrillerFest, I think it was 2012—and you do events, you run writing retreats. So you work with a lot of authors, and I wondered, what are the challenges that you see from authors with, say, five books? So not the beginner authors, because obviously there's a lot of challenges. But those who, let's say they've got the three to five books, things are going all right, but they're like, “How do I get to the next level?” What are the craft issues, or the business issues as well, that mid-list authors face? Steven: Well, business, I'm not the guy to ask. I could try to answer that, but I mean, basically: meet your deadlines and write something amazing. Try to be easy to work with, but also stand up for what you wrote as far as working with editors. It's sort of a fine line you have to walk. The one thing that over the last few years I've really noticed in a lot of writers who are in that space is that they don't have many pivots. They tend to write predictable stories, and that's why they tend to stay where they're at—whether it's because they're following an outline or a plot formula or whatever it is. So when I talk about a pivot, I mean a moment in the story where something happens that's both unexpected and inevitable. For instance, if you're reading a story, you want things to make sense. You want them to be logical. That's one thing. But you don't want them to be too predictable. If it's too predictable, it's boring. It's like, I'm not interested. So we also want surprises. We want these two things. We want logic, and we want surprise. When those two things meet and you have a moment in the story where it's like, “I didn't see that coming, but that totally makes sense,” that's what we want, and we want that in every scene. I feel like a lot of authors don't have that in every scene. Now, you might say, “Well, every scene?” Well, yes, because basically those two factors, logic and surprise, can only meet in four different ways. You could have something that's very logical but has no surprises. That's going to be boring. It's going to be too predictable. We don't want that. You could have something that is very surprising but not logical. It makes no sense. A lot of stuff is surprising, but that's not what we want, because it's unbelievable, and it's like, what is going on here? You could have something that has neither logic nor surprise, which obviously we don't want that. The only other option is to have a moment that is both logical and surprising. So you have a choice in every scene. You have four choices, actually. You can have it be predictable and boring. You can have it be nonsensical. You can have it be unbelievable. Or you can have a pivot. So I find myself trying to really coach people on pivots. They'll say, “Oh, well, do I need it in every scene?” I'm like, “You can choose, but do you want it to be predictable or boring or nonsensical, or do you want it to really drive the story forward?” I think it's because people have been taught structure and plot and three acts and all this kind of stuff, but they haven't been taught this idea—even though it's not something I made up. Aristotle, in Poetics, thousands of years ago, put it a little bit differently, but he said, “The reversal of the situation”—what I call the pivot—”is the moment at which the action veers around to its opposite”—that would be what I call surprise—”subject always to a rule of probability or necessity”—which is the logic. So he's basically saying the same thing in just a little bit different language, but you have these three factors. You have logic, you have surprise, and you have them come together in a specific moment. I don't know why it's not taught more. I have never found anyone who teaches pivots. I have not found any books, so I wrote a book recently about how to use pivots. It's so central, and I think great storytellers naturally do it. You'll read a book, or you'll maybe watch a show, and you're like, “Oh, I didn't see that coming. That totally makes sense.” I don't see anyone else out there really focusing on teaching that. So that's a huge thing for me, really, to help people move up in their writing, elevate it to a different level. Jo: Is that Delve, Pivot, Propel? Steven: Yes. That book came out a couple years ago. We just re-released it. I updated it some, but it talks pretty much in depth about pivots and how to actually use those to propel the stories forward. Jo: Maybe you could just give us one tip on how to do that, because going back to the organic writing—let's say I've been organically writing, and every time a character has a decision to make, I think at that point about what I want to write and I write it. Are you suggesting that we go back in the edit and look at the end of every scene and redo it? Because I can't imagine that I would get this right every time. I would need to do that in an edit, I think. Steven: I think for me, when I'm writing, I'm always asking myself a series of questions. One is, what would the character naturally do? I want to make it believable and natural. Let them do it. I want to escalate the tension, so I'll ask myself, “How can I make things worse?” Then I'll always ask myself, how can I add a pivot to this scene? So as I'm writing a scene—again, I don't know how it will end when I start it—but if I use the first idea that comes to mind, probably a lot of readers would guess that as well, because it's the first idea that comes to mind. It's probably logical and probably predictable. That's why most stories end up being too predictable. It's because we go with the first idea that maybe we had. So I try to discard that. Maybe the second idea, just discard it. Then I start thinking, okay, now if I've discarded the obvious, what is going on? What's below the surface? So to answer your question, I'm looking for what isn't what it appears to be, or who isn't who they appear to be, or a surprising way to bring together plot threads that I didn't see related before. So it's always looking for the unexpected, the surprise, because most of the time that is what we're missing. Now, if you have a great surprise, then you have to lean into making it believable. So you've got to move into that idea of, well, what would the character naturally do? You can't just have him do something ridiculous and then say, “Oh, it's for my twist.” No, you can't do that. You've got to play fair. So it has to be believable, causally related, logical, and surprising. That's what you're shooting for. Those are the questions going through my mind. So as I'm working on a scene, I'm like, “How could I end this?” Or include something that people won't see coming right away. The best ideas always come to me then. It's so interesting. A lot of people will say, “Oh, don't write organically,” or, quote, “by the seat of your pants,” whatever they'll say, “because then you might write yourself into a corner.” I'm like, “Yes, absolutely write yourself into a corner. That's what I'm trying to do in every scene.” And then you write yourself out of a corner in a way that's logical and surprising. The best twists I've ever come up with have been when I'm in a corner. So why would I warn people against going to the place where the best ideas await them? That just seems mean. Why would I do that? No, I want you to have the best possible ideas. So yes, look for corners, write yourself into them, and then write yourself out of them in a way that's both logical and surprising. Jo: I guess also it needs to be genre specific. We write mainly thrillers, and there is this fine line, isn't there? I love Stephen King, but one of the most unbelievable endings is Under the Dome. I still remember feeling betrayed. I don't know if you've read that one, but— Steven: Oh, no. Jo: I was like, “I'm sorry, you've just changed genre in the last chapter of the book. What is going on here?” Steven: That's actually interesting. The fourth question I ask… So I ask, what would the character naturally do? How can I make things worse? How can I add a pivot? But the fourth question is, what promises have I made that I have not yet kept? So genre, to me, is a promise. You build up a promise in your writing at the beginning of the book, and then I feel like as we write, we have to honour that. So if we bring something up that's super interesting, bring it back or whatever. Keep your promises. Keep your narrative promises. It's true of really any genre. Let's say you're writing a romance. You want to respect the conventions, but not fall into the clichés. So there's going to be a moment where the lovers meet, right? They haven't met before. I don't know what they call it, a meet cute or a cute meet. I think they call it a meet cute, I guess. Jo: Yes. They do. Steven: Anyway. So they're going to meet, right? And you're like, “Oh, I'll just have them meet.” Well, try to do it in a way we haven't seen before. Add something else to the scene. Add a third element, as my friend Bob Dugoni likes to say. Add something a little bit that we're like, “Huh, I've never seen that before.” We know they're going to meet, but let them meet in a way that we don't anticipate, that we can't predict right away, that isn't exactly by the numbers, and then you're going to be on the right track. Jo: So then, talking about reader expectations and genre, I wondered if I could also ask you about your Christian faith, because many people listening are people of faith, and some people want to write a Christian book. Other people want to bring their faith into, say, a mainstream type thriller in an authentic way. So how do you balance your faith and your writing? Because I think you have some series that are more sort of Christian than others. Steven: It's interesting. When my first novel came out—The Pawn, like a chess piece, The Pawn—back almost 20 years ago. Gosh, 20 years ago. Nineteen. But anyway, when it came out, someone wrote to me and said, “Is this a Christian book?” I'm like, “What would make a book not Christian?” I'm like, maybe if it has a lot of idolatry, or witchcraft, or maybe sexuality or graphic violence. Then I'm like, oh, wait, that's… No, that's the Old Testament. So it's interesting, because people have asked me similar questions over the years. My books are not sermons in disguise. I'm trying to write great stories that anyone of any background or faith will enjoy. I always ask big questions. I let my characters wrestle with questions that matter, I think. Do my choices matter? Is there hope? Is there a God? Is there no God? Do I have free will? Can I find forgiveness? Can I offer forgiveness? Can I extend it, or whatever? So I always try to base the stories on something deeper. I do believe that there is good and there's evil in the world. That's part of my worldview. So when people talk about moral ambiguity, I don't want to write or read something that's morally ambiguous. I want moral complexity, but I also want moral clarity. So whenever you write, the question is, what are you justifying and what are you condemning? And if you're justifying something that's morally—I would say wrong, actually—then I don't feel like that's the kind of book I would want to write. So I want to write stories that explore good and evil, that explore our world, human nature, in an honest way. I feel like when you write honest stories, people, no matter what their background or whatever faith, then they will connect with it. I think a lot of people, if they start off with an agenda—whatever that agenda might be, let's say it is a Christian agenda, like I want people to trust in Jesus, let's say—so they write a story. Well, what you're doing, you're actually starting your story with an answer, and drama is not built on answers, it's built on questions. So you're actually diminishing the amount of tension. You're also diminishing the possibility of a pivot, because we all get where you're going. It's predictable, but there's probably no surprise. You're diminishing the payoff at the end, because we're like, “I saw that coming. I exactly knew where you were going with this.” So instead, I don't start with an answer. I always start with a question, or in some cases a moral dilemma, like, what's more important, protecting the innocent or telling the truth? That's interesting to me. If I had to choose between the two, would I tell the truth or would I protect the innocent? It's interesting, because people might come down on different sides of it. They might say, “Oh, you should always tell the truth,” or they say, “You always should protect the innocent.” I'm like, okay, well, let's explore it. Let's literally ask the question. So I come from a certain worldview, but I've written characters who have very different worldviews from me. I'm always just trying to be honest with the character, ask big questions, tell a story that examines human nature and sort of the paradoxes of the human condition in a way that will resonate with really whoever the readers might be. Jo: And of course that worldview is part of your author voice and part of what readers come to you for. I also notice that you have some pretty diverse different series. How do you manage that diversity of series under your one brand? Do you find your readers move from one to the other, or do you have different readerships? Steven: You mentioned the B word—brand. That's what publishers are always telling me: “What's your brand?” I'm like, “I don't know. You tell me what my brand is.” I've done fantasy, science fiction, conspiracy. I've done spies and police procedurals and crime and suspense, thrills, whatever. So I would say the one thing that really ties all my stories together is probably just suspense. They are stories with suspense. Some are more high concept thrillers, some are more dark fantasy, but they're built around suspense. So I guess that would be intelligent suspense, maybe, if I was trying to come up with a brand. Something like that. Because I don't want them to be dumbed down. They're not dumbed down stories, so they're a little bit more complex than you might find in other places, but always built around the idea of suspense. Suspense to me is basically—my definition is apprehension born of concern. So we're concerned about a character, and we're apprehensive because there's peril around the bend, or right in front of them. So I want the readers to really care about a character, and then try to build the story and the suspense around that empathy or sympathy that we have for the character. Jo: I think it's really interesting, because again, you mentioned 2007—we're coming up on 20 years since first published. The publishing industry has changed a lot. So what do you think has changed most in publishing for you, and what are your thoughts on routes to market for new authors these days? Or even established authors who are finding that things have changed, which they obviously have. Steven: Well, I'm not a marketer, I'm not a businessman. I'm just a storyteller at heart. So I just keep writing stories that I would be intrigued with reading, stories that I feel like are resonant. Then I look for publishers for those. I've been to a variety of different publishers over the last decade. I've done some different types of stories. I feel like you have to just write the story instead of trying to write for a specific market trend or something like that. So I might not make as much as some of my friends, I might not sell as many books, but I feel like I have to write certain stories if they grab ahold of me. There's a Native American—I think the Pawnee tribe, anyway, in the United States—but they were saying that all the stories that exist are out there already, and when one finds you, it's your job to share it with the world. I think that's kind of interesting. Sometimes—maybe it's just true for you, I don't know, Jo—but it's like a story will grab hold of me, or an idea, and I'm like, “I can't shake it.” That's a story that I want to tell the world. I would say that stories are becoming shorter, dumber. People are trying to write faster. They're trying to write several books a year, and as a result of that, some of the quality has gone down. This is all unfortunate. I'm still sort of a dinosaur. I still tend to write longer, complex stories. But people have shorter attention spans and whatever, and they're not reading as much. The structure of stories, I think, is changing slightly, where people will have to spend more time on a hook to really grab the attention of the readers. Then there might be a longer slow period, or more info dumping, which I'm not a fan of. So they kind of look like, “I want to get readers hooked at the beginning, and then get them to flip pages.” So I tend to set up my stories a little bit differently than that. So I'm not the best guy to ask about marketing and sales and stuff like that. I feel like, write a story that will not let you go. And if you do that, I feel like that's the kind of story that will resonate with readers, because there's a deep honesty to it. You care, you're passionate about it. It's not just something you're trying to spin out just to sell books. That's my view. Jo: I guess I also feel that writers are doing other things. So you have non-fiction, you have your podcast, you do events. I see you sell books direct from your website. It's like the business expands into multiple streams of income, so that the art doesn't have to pay all the bills. Steven: That's interesting. I do love to teach writing at conferences, events, and speak at different things. So I guess if you think about it that way, my brand might be just story, or storytelling, or something like that. Really trying to get out there, and whether it's speaking or writing, just tell a great story. So it's so interesting when I work with publishers and they'll ask, “What's your brand?” Basically it's like, “What's your box?” is really what they're asking. What box can we stick you in that will make it easy for us to package you and sell you? I know myself, and just a lot of authors that I know, we don't think in a box. Every one of my stories is not boxy. It's not the same. They're different. I know a lot of authors like that too. So it's unfortunate. I get it, that it's part of them trying to market and sell the books. I understand that, but I think being honest, genuine with the story, doing the very best you can, writing a worthy book, and then letting them come up with a way to categorise it, is probably the best bet. I don't know. Jo: We're almost out of time, but this is obviously a podcast, and you have a podcast. So tell us about The Story Blender Podcast and what people might find over there. Steven: Yes, I appreciate it. Basically, I interview some of the leading writers and storytellers in the world every week, and the goal is for great storytellers to share the secrets of great storytelling. So I basically pick their brains, kind of like what you were doing with me today, and find out what projects they're working on, and really just try to get insights into storytelling. So it's tons of fun. I've been doing it now for a number of years, and I guess I've interviewed over 250 different authors and writers from around the world, and so I always enjoy it. It's a ton of fun. It's The Story Blender, and people can find it anywhere. Jo: So where can people find you and your books and everything you do online? Steven: Probably the best place is StevenJames.net. I think I'm on different socials @readstevenjames, so you can look me up there—Facebook, Instagram, X, and so on. I think they're all under readstevenjames. Check out the website, drop me a note. I always enjoy hearing from readers. Jo: Well, thanks so much for your time, Steven. That was great. Steven: Thanks, Jo. I appreciate it. Good luck. The post Organic Writing And The Power Of The Pivot In Fiction With Steven James first appeared on The Creative Penn.

What if building wealth starts with who you become, not how much you earn? Entrepreneur, Army combat veteran, and real estate broker Jonathan Berryhill shares how discipline, faith, and a powerful sense of purpose helped him transform his life and build multiple successful businesses. From overcoming personal struggles to creating a family legacy, Jonathan reveals why identity and consistent action are at the heart of meaningful success. Tune in to discover how to build wealth, freedom, and a legacy that extends far beyond money.    Key Takeaways To Listen For Why the people around you can quietly influence how far you go What separates consistent performers from people who rely on motivation How being intentional with your priorities changes the way you define purpose What building wealth looks like when freedom matters more than money How thinking about legacy can change the decisions you make today    Resources/Links Mentioned In This Episode Warrior to Wealth by Jonathan Berryhill The Purpose Driven Life by Rick Warren  | Paperback, Hardcover, and Kindle     About Jonathan Berryhill Jonathan Berryhill is a combat veteran, former law enforcement officer, seasoned entrepreneur, and business leader with more than 18 years of experience building companies and leading teams. A former U.S. Army Infantry Sergeant and narcotics task force officer, Jonathan is the founder and CEO of B&B Health Services and a multi-state real estate broker leading more than 50 agents, earning recognition as Broker of the Year among over 100 offices nationwide. Drawing on lessons forged through military service, law enforcement, entrepreneurship, and leadership, he shares practical, field-tested frameworks for helping men lead with greater discipline, purpose, and direction. Jonathan and his family also operate Berryhill Farms, where they raise American Quarter Horses and put the principles of patience, stewardship, hard work, and generational legacy into practice every day.   Connect with Jonathan Website: Jonathan Berryhill | B&B Health Services | America's Outdoor Realty  LinkedIn: Jonathan Berryhill Facebook: Jonathan Berryhill  Instagram: @jon.berryhill    Connect With Us If you're looking to invest your hard-earned money into cash-flowing, value-add assets, reach out to us at https://slipstreamaii.com/.    Follow Keith's social media pages LinkedIn: Keith Borie Investor Club: Secret Passive Cashflow Investors Club Facebook: Keith Borie X: @BoboLlc80554  

Rod Santomassimo tackles one of the most common — and most mishandled — objections in CRE prospecting: "I already have a broker." Most brokers hear it and hang up. Rod reframes it entirely: this isn't a dead end, it's the beginning of a relationship. He lays out a clear three-step process for turning this objection into a long-term pipeline opportunity. Key Takeaways "I already have a broker" is a pipeline opportunity, not a rejection Asking what they value most reveals gaps and gives you powerful prospect intel Silence after your question is a feature, not a flaw — let them think Asking permission to follow up almost always gets a yes Consistent, relevant follow-up turns today's no into tomorrow's client

1% Bonus und eine Beteiligung an Anthropic. Das gibt's grad beim BlackRock Private Equity Fund im Broker von Scalable Capital. Mehr Infos hier. Hasbro hebt Prognose dank Magic. 3M drückt 350 neue Produkte raus. Intersnack kauft US-Snackfirma Utz für 2 Mrd. $. NVIDIA hält fast 10% an Nebius. Biotech-IPOs boomen mit 55% Rendite. Jamie Dimon warnt. Novo Nordisk klagt. Chip-Aktien steigen. Einen Dollar für 50 Cent kaufen. Das koreanische Spieleunternehmen Gravity (WKN: A14SPA) sitzt auf 400 Mio. $ Cash, ist aber kaum mehr wert. Jetzt kommt die erste Dividende ever. Startschuss für den Abbau des Cashbergs? Coca-Cola (WKN: 850663) bringt seinen indischen Abfüller 2027 an die Börse. Bewertung: 10 Mrd. $. Gleichzeitig greift Indiens reichster Mann mit einer 10-Cent-Cola an. Reliance Industries (WKN: 884241) als Indien-Wette? Diesen Podcast vom 22.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Hinweis: Es gelten Teilnahmebedingungen. Kapitalanlagen bergen Risiken. Es bestehen Liquiditätsbeschränkungen. Bitte beachte die spezifischen Produktinformationen. Teilnahmebedingungen: www.scalable.capital Learn more about your ad choices. Visit megaphone.fm/adchoices

The following guest sits down with host Justin White:•   Kristin O'Neil – Sr. Loan Officer, Open Door Lending With Easy Access to Information, Borrowers Need Mortgage Brokers More Than EverWith endless information at their fingertips, borrowers can learn about mortgages before they even talk with a loan originator. What does that mean for mortgage brokers, especially as more people turn to AI for advice? Listen to Episode #128 of Good. Better. Broker. as we sit down with a mortgage broker who cuts through the digital noise to help her clients make the best decisions for their short- and long-term goals.In this episode of the Good. Better. Broker. podcast, you'll learn how to advise borrowers who use AI to learn about mortgages.In this episode, we discuss ...•   1:51 – prioritizing clients' long-term goals•   5:20 – helping clients navigate the emotions of the mortgage process•   6:59 – educating clients without overwhelming them•   9:11 – how to assess clients' goals•   11:03 – keeping rate conversations positive•   13:29 – helping borrowers who aren't ready to buy•   16:27 – why Kristin doesn't hard-sell clients•   17:59 – helping self-employed borrowersShow Contributor:Kristin O'NeilConnect on LinkedIn Connect on FacebookConnect on InstagramAbout the Host:Justin White is UWM's in-house brand journalist and the host of UWM Daily. He creates engaging content across multiple platforms to promote the benefits of the wholesale channel and partnering with UWM. A seven-time Emmy-award winner, Justin is a graduate of the S.I. Newhouse School of Public Communications at Syracuse University. Connect with Justin on LinkedIn, Instagram or Twitter Connect with UWM on Social Media:•   Facebook•   LinkedIn•   Instagram•   Twitter•   YouTubeHead to uwm.com to see the latest news and updates. 

Most sales training assumes you need to be a loud, extroverted closer to win big deals. But if you try to swing like Tiger Woods when that's not how you were built, you will fail. To succeed in insurance, you have to figure out who you are and sell exactly the way you were made to sell.My guest, Billy Potter, CEO of Snelling Walters, joins me to discuss his two-decade career in the insurance industry and the undeniable power of leading with vulnerability. We discuss the unique advantages of being an introverted producer, the dangers of downplaying your own success, and how a late-in-life dyslexia diagnosis forced him to confront his deepest childhood insecurities. Billy also explains why elite consultants aren't afraid to step on toes to tell clients the truth, and why agencies must invest heavily in manufacturing their own leadership talent. If you struggle with a fear of failure or imposter syndrome, this conversation will help you find the courage to step into your true potential.▶▶ Sign Up For Your Free Discovery Callhttps://completegameu.com/request-a-callTimestamped Outline(00:00) Pursuing Truth and Building Trust: Introducing Billy Potter(01:45) Entering Insurance: Why a $5.15/Hour Paycheck Motivated a Career Leap(04:06) Selling as an Introvert: Why You Shouldn't Try to Be Tom Brady(07:40) Know Thyself: The Resilience of the Introverted Producer(09:17) Sales vs. Service: Building Mutual Respect Inside the Agency(14:00) The Imposter Syndrome Trap: Why the Best Producers Battle Self-Doubt(16:43) The Courage to Share the Truth: Why Elite Consultants Step on Toes(19:40) Elevating to CEO: Confronting Emotional Triggers and Vulnerability(21:48) The Dyslexia Diagnosis at 40: Turning Childhood Insecurities into Overachievement(27:20) The Power of Emotion: Why Crying is a Sign of Connection, Not Weakness(30:17) The 20-60-20 Rule: Why You Have to Let Go of the People Who Will Never Like You(31:05) Manufacturing Talent: Why Agencies Must Invest in the Next Generation(35:01) What Young Producers Want: Community, Accountability, and a Clear Path Forward(38:46) Billy's Lightning Round: 9:15 PM Bedtimes, the Mental Challenge of Golf, and the Fear of Small ExpensesCONNECT WITH ANDY NEARY

"I relate it to one of the Wizard of Oz characters... I've seen behind the curtain. I know how it's all put together."What happens when a man who spent nearly five decades inside every corner of the self-funded industry decides his final act is to give the playbook away?My guest this week is Charlie Gragg, a true first-generation veteran of self-funding. Charlie started in the late 1970s underwriting stop-loss cases on napkins from payphone booths, went on to run his own TPA, and has now semi-retired into a role he believes the industry desperately needs: the fiduciary co-pilot.He won't take your broker of record letter; he doesn't want it. Instead, he partners with brokers, consultants, and C-suite executives to build health plans from scratch, the way an owner would.If you're a broker who knows you have a ceiling on your self-funding expertise, this episode is your permission slip to get help. Tune in.Thank you to our 2026 sponsors!ParetoHealth: ParetoHealth empowers midsize employers with a long-term solution to reduce volatility and lower overall health benefits costs. Visit https://www.paretohealth.com/fully-insured-vs-self-funding-with-paretohealth-spencer-podcast/?utm_source=youtube&utm_medium=referral&utm_campaign=SelfFundedwSpencer to learn more.Samaritan Fund: A program that connects those who need help to the support they need. We are proud to offer the Samaritan Fund Program. Visit SamaritanFundProgram.com to learn more.Vālenz Health: We're Vālenz Health, your partner in improving health literacy, reducing plan spend, and delivering high-value healthcare. Visit ValenzHealth.com to learn more.Imagine360: Imagine360 helps self-funded employers save on healthcare with smarter health plans. Cut expenses by 20-30% with custom solutions. Contact us today at Imagine360.com.Chapters:(00:00:00) Intro: Behind the Curtain of Self-Funding(00:00:55) The Fiduciary Co-Pilot: Why Charlie Won't Take Your BOR(00:02:58) Charlie's Background: First-Generation TPA in the Late '70s(00:04:46) Napkin Underwriting and $2,000 Aggregate Stop-Loss(00:06:18) The Two Sales: Selling the Employer AND the Underwriter(00:07:20) Why the TPA Business Is So Hard to Do Right(00:11:27) The Fiduciary TPA: Accountant of the Health Plan(00:13:32) The 401(k) Parallel: Fiduciary Standards Are Coming for Brokers(00:14:43) Building Custom Plans vs. Buying the Box(00:16:25) Stop Haggling Over Stop-Loss — Solve the Claims Instead(00:18:46) Owning Your Stop-Loss Through a Group Captive(00:21:25) The 3-6 Month Setup: Finding Fiduciary Partners First(00:23:34) The One Question to Ask Every TPA(00:26:07) Why PBMs Need the Fiduciary Standard Too(00:28:01) Eating the Elephant: Meeting Employers Where They Are(00:30:56) Winning Over the C-Suite Before the HR Director(00:34:42) Claims Negotiators, Re-Pricers, and the Lost Art of the Phone Call(00:39:11) Do You Still Need a Carrier Network?(00:41:51) The Quality Anomaly: Why the Best Care Costs Less(00:43:34) DRG Bundles and the $20,000 Burn Unit That Never Was(00:46:52) Wellness, Behavioral Health, and the Loyalty Dividend(00:55:31) Building the Utopian Health Plan: The Blueprint(01:01:03) What's Missing? Belief.(01:04:18) The Future: Adoption in the Mid-Market(01:06:33) Closing Thoughts: The System Won't Fix ItselfKey Links for Social:@SelfFunded on YouTube for video versions of the podcast and much more - https://www.youtube.com/@SelfFundedListen/watch on Spotify - https://open.spotify.com/show/1TjmrMrkIj0qSmlwAIevKA?si=068a389925474f02Listen on Apple Podcasts - https://podcasts.apple.com/us/podcast/self-funded-with-spencer/id1566182286Follow Spencer on LinkedIn - https://www.linkedin.com/in/spencer-smith-self-funded/Follow Spencer on Instagram - https://www.instagram.com/selffundedwithspencer/

"I relate it to one of the Wizard of Oz characters... I've seen behind the curtain. I know how it's all put together."What happens when a man who spent nearly five decades inside every corner of the self-funded industry decides his final act is to give the playbook away?My guest this week is Charlie Gragg, a true first-generation veteran of self-funding. Charlie started in the late 1970s underwriting stop-loss cases on napkins from payphone booths, went on to run his own TPA, and has now semi-retired into a role he believes the industry desperately needs: the fiduciary co-pilot.He won't take your broker of record letter; he doesn't want it. Instead, he partners with brokers, consultants, and C-suite executives to build health plans from scratch, the way an owner would.If you're a broker who knows you have a ceiling on your self-funding expertise, this episode is your permission slip to get help. Tune in.Thank you to our 2026 sponsors!ParetoHealth: ParetoHealth empowers midsize employers with a long-term solution to reduce volatility and lower overall health benefits costs. Visit https://www.paretohealth.com/fully-insured-vs-self-funding-with-paretohealth-spencer-podcast/?utm_source=youtube&utm_medium=referral&utm_campaign=SelfFundedwSpencer to learn more.Samaritan Fund: A program that connects those who need help to the support they need. We are proud to offer the Samaritan Fund Program. Visit SamaritanFundProgram.com to learn more.Vālenz Health: We're Vālenz Health, your partner in improving health literacy, reducing plan spend, and delivering high-value healthcare. Visit ValenzHealth.com to learn more.Imagine360: Imagine360 helps self-funded employers save on healthcare with smarter health plans. Cut expenses by 20-30% with custom solutions. Contact us today at Imagine360.com.Chapters:(00:00:00) Intro: Behind the Curtain of Self-Funding(00:00:55) The Fiduciary Co-Pilot: Why Charlie Won't Take Your BOR(00:02:58) Charlie's Background: First-Generation TPA in the Late '70s(00:04:46) Napkin Underwriting and $2,000 Aggregate Stop-Loss(00:06:18) The Two Sales: Selling the Employer AND the Underwriter(00:07:20) Why the TPA Business Is So Hard to Do Right(00:11:27) The Fiduciary TPA: Accountant of the Health Plan(00:13:32) The 401(k) Parallel: Fiduciary Standards Are Coming for Brokers(00:14:43) Building Custom Plans vs. Buying the Box(00:16:25) Stop Haggling Over Stop-Loss — Solve the Claims Instead(00:18:46) Owning Your Stop-Loss Through a Group Captive(00:21:25) The 3-6 Month Setup: Finding Fiduciary Partners First(00:23:34) The One Question to Ask Every TPA(00:26:07) Why PBMs Need the Fiduciary Standard Too(00:28:01) Eating the Elephant: Meeting Employers Where They Are(00:30:56) Winning Over the C-Suite Before the HR Director(00:34:42) Claims Negotiators, Re-Pricers, and the Lost Art of the Phone Call(00:39:11) Do You Still Need a Carrier Network?(00:41:51) The Quality Anomaly: Why the Best Care Costs Less(00:43:34) DRG Bundles and the $20,000 Burn Unit That Never Was(00:46:52) Wellness, Behavioral Health, and the Loyalty Dividend(00:55:31) Building the Utopian Health Plan: The Blueprint(01:01:03) What's Missing? Belief.(01:04:18) The Future: Adoption in the Mid-Market(01:06:33) Closing Thoughts: The System Won't Fix ItselfKey Links for Social:@SelfFunded on YouTube for video versions of the podcast and much more - https://www.youtube.com/@SelfFundedListen/watch on Spotify - https://open.spotify.com/show/1TjmrMrkIj0qSmlwAIevKA?si=068a389925474f02Listen on Apple Podcasts - https://podcasts.apple.com/us/podcast/self-funded-with-spencer/id1566182286Follow Spencer on LinkedIn - https://www.linkedin.com/in/spencer-smith-self-funded/Follow Spencer on Instagram - https://www.instagram.com/selffundedwithspencer/

My #1 Broker of choice: https://get.cobratrading.com/bthestory/ Today's show features Yanni, a profitable trader who previous worked at SMB Capital, and made over $350k trading last year. Today, we've brought him on reveal his biggest struggles and lessons on the road to becoming profitable. Check it out. Yanni Discord and Trading Tools I Trust: https://linktr.ee/BTheTrader FREE Trading Journal (stop paying for online journal)

Independent and step deck-hauling owner-operator Ruben Dotto, headquartered in central Florida, was Overdrive's Trucker of the Month for June. He's most certainly seen positive pressure rise on brokered rates, particularly for the heavy-equipment and machinery side of his outbound-from-Florida business this year. Good in the short term, for certain, but no matter the market conditions Dotto's poised to make hay when the sun shines, keeping costs in check by handling most maintenance on his big-bunk T660 Kenworth himself. He's certainly not afraid to get the hands (and more) dirty -- as a picture of him after pressure-washing the underside of both truck and trailer on the cover of this week's podcast makes abundantly clear. Yet when a dirty broker muddied up a load by ghosting him on $3,800 worth of a Los Angeles-Nebraska partial, the experience strengthened resolve to vet any unfamiliar middleman more fully on the front end. For any broker not approved for credit by his current OTR Solutions factoring company, he insists on payment before unload in nonnegotiable terms as a condition of any deal. More often, though, he just declines to do business if the broker's credit standing is in question, a common approach among owner-operators. Download our recently-released special report, based on responses from 100s of owner-operators in Overdrive's audience, to gain insight on the extent of the problems of fraud and nonpayment in brokered freight markets, likewise tactical insights on ways to mitigate getting involved with the bad actors: https://www.overdriveonline.com/15829986 For this podcast, we spoke both to Ruben Dotto and his wife, Michelle, about their two decades-plus in business with authority. The Dottos' story in trucking started with Ruben hauling hotshot pulling nursery freight, but the seeds for it were sewn even farther back, Ruben riding along with his father as a boy growing up in Argentina: https://overdriveonline.com/15828710 Nominate an owner-operator you admire, or your own business (up to 3 trucks), for Overdrive's Trucker of the Year honor via https://overdriveonline.com/toptrucker And: To check out owner-operator Dustin Ross's absolutely pristine custom Sterling truck, as mentioned, follow this link: https://www.overdriveonline.com/overdrive-extra/article/15676650/impressive-custom-2000-sterling-uses-adapted-peterbilt-chrome

Home Loans Radio 07.18.2026 With That Mortgage Guy Don- Summer buying season is heating up and The Home Town Heroes DPA is back in Florida!www.thatmortgageguydon.com

What does serving wine at a nightclub have to do with selling $20 million homes?More than you might think.On this episode of RWorld Talk, Chris Krzemien sits down with Jason Sims, one of the founders of Serhant Miami, to discuss how an unconventional career path in hospitality helped shape a successful career in luxury real estate.Jason shares how 15 years in wine, spirits, and hospitality taught him the skills that matter most when working with high-level clients, from understanding emotions and expectations to creating an experience that goes far beyond the transaction.We discussed:➡️ Why the emotional difference between a $1 million buyer and a $20 million buyer➡️ How Jason went from reading Sell It Like Serhant on his honeymoon to joining the team➡️ How to win relocation buyers by selling a lifestyle and not just a house➡️ Why every client gets the same level of service regardless of price point➡️ The $200,000 check mistake he wishes he could take back➡️ What the Serhant culture actually looks like from the inside➡️ Why you cannot do real estate part-time and what happens when you tryIf you have ever thought about moving into luxury real estate or building a referral-based business from a nontraditional background, this is the episode for you.Chapters:00:00 Welcome00:39 Hospitality to Real Estate02:23 Selling Ultra Luxury04:06 Referrals and Social Media08:14 Joining Serhant Miami13:02 Relocation Buyer Playbook14:57 Area Atlas Lifestyle Map16:18 Relocation Priorities Traffic17:35 Florida Lifestyle Activities18:30 Key Biscayne Cycling Scene19:27 Discipline Preparation Mindset26:56 Invest In Yourself Advice28:46 Wrap UpFOLLOW US:Instagram: @rworldtalkLinkedIn: @rworldtalkpodcastWebsite: https://rworld.com/LISTEN ON AUDIO:Spotify: https://open.spotify.com/show/6TFUYs7cTWw539wUD7aLkE?si=79cdc73ede2f4828Apple: https://podcasts.apple.com/us/podcast/rworld-talk-south-florida-real-estate/id1671206655#RealEstate #SouthFlorida #Realtor #Luxury #LuxuryRealEstate #Mindset #Highperformance #RyanSerhant #SerhantMiami #Relocation #Hospitality #Cycling

Unser Partner Scalable Capital ist der einzige Broker, den deine Familie zum Traden braucht. Bei Scalable Capital gibt's nämlich auch Kinderdepots. Alle weiteren Infos gibt's hier: scalable.capital/oaws. BlackRock knackt 15 Bio. $ Vermögen. ASML hebt Prognose an. Richemont wächst doppelt so schnell wie erwartet. Morgan Stanley sammelt 148 Mrd. $ ein. Buffett hatte die Alphabet-Idee. Alibaba steckt in Apple Intelligence China.  Aehr Test Systems. wächst. Hello Kitty hat seit den 70ern über 80 Mrd. $ umgesetzt. Die Firma dahinter heißt Sanrio (WKN: 866933) und kassiert bei jedem Deal Lizenzgebühren. Nach 30% Kursrückgang liegt das KGV bei 22. Lego, Warner Bros. und ein neues Videospiel stehen an. Stripe will zusammen mit Advent PayPal (WKN: A14R7U) für rund 50 Mrd. $ kaufen. Bei 5 Mrd. $ Gewinn klingt das günstig. Aktie ist über 10% hoch. Ob Kartellbehörden mitspielen, ist offen. Robinhood startet eigene Blockchain, handelt 3 Mrd. $ in wenigen Tagen. Diesen Podcast vom 16.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

She was a military spouse who had done every job under the sun. GS9 manpower analyst. Air Force marketing office. Burger Barn. You name it. When her husband retired early at 15 years, and they found themselves carrying more debt than they planned for, she made a decision.She got her real estate license, burned the ships, and went all in.Ten years later, Jacqui Luberto has been named the best real estate professional in Destin six years running. Her brokerage, Realty One Group Emerald Coast, has won Best Real Estate Company five years straight. Her property management company has taken home Best Property Management Company four years in a row. And in 2025, her peers named her Broker of the Year by Emerald Coast Real Producers.On this episode of Troy Talks Money, Jacqui gets real about what it actually took to build that track record. She talks about the sphere of influence and why most people misunderstand what it means. She addresses the VA loan myths that are costing military buyers money at the closing table. She explains why interest rates should not be stopping anyone from buying right now. And she shares the mindset shift that changed everything for her and for the agents she coaches.She also built a property management company from scratch that now manages 450 doors, and she did it in a way that most companies in this space are not willing to do. She gave up the listing when owners are ready to sell instead of locking them in.This conversation is for military families, real estate professionals, aspiring entrepreneurs, and anyone who has ever been told their passion is not practical.Connect with Jacqui Luberto:Website: thinkactlead.comLicensed in Florida and AlabamaTroy Holt is a Certified Financial Education Instructor, Navy veteran, and debt elimination specialist. He helps families pay off their mortgage and all debt in five to seven years without refinancing. Visit TroyHolt.com to book a free consultation. No pressure. No pitch. Just a real conversation about where you are and where you want to be.

Zum Jubiläum haben wir eine besondere Folge für euch: Gemeinsam mit Axel Haus werfen wir einen Blick auf den Vanguard Portfolio Check, für den mehr als 166.000 echte Anlegerportfolios ausgewertet wurden. Wie investieren Privatanleger heute wirklich? Welche ETFs sind besonders beliebt? Welche Fehler werden immer wieder gemacht? Und was kannst du daraus für deinen eigenen langfristigen Vermögensaufbau lernen? Freu dich auf spannende Daten, überraschende Erkenntnisse und praxisnahe Tipps rund um ETFs und Portfolioaufbau. Ein herzliches Dankeschön an alle Hörerinnen und Hörer, Gäste und Partner, die den extraETF Podcast in den vergangenen 300 Folgen begleitet haben. Schön, dass ihr Teil dieser Reise seid – auf die nächsten 300 Folgen! Viel Spaß beim Anhören! ++++++++ Kennst du die Risiken in deinem Portfolio? Mit dem extraETF Portfolio Tracker erhältst du volle Transparenz und tiefe Einblicke in dein Vermögen. Analysiere deine Aktien, ETFs und Fonds zudem mit detaillierten, individuellen Performance-Metriken, X-Ray-Analysen und vielem mehr. Teste den Portfolio Tracker jetzt kostenlos: https://go.extraetf.com/portfoliotracker ++++++++

Welcome to The Brand Called You (TBCY) and our "Leaders Who Care" series!In this inspiring episode, host Mark Sadovnick sits down with Alastair Callender, Senior Yacht Broker at Moravia Yachting and philanthropist. Alastair shares his remarkable journey from growing up near Chichester Harbour in England to designing award-winning yachts and creating meaningful impact through philanthropy.Discover how yacht design, brokerage, and curated experiences extend far beyond luxury—bringing families together, enabling business masterminds, promoting mental well-being, and supporting charitable initiatives. Alastair also discusses how artificial intelligence is transforming yacht design while explaining why personal relationships, creativity, and exceptional service remain at the heart of the luxury yachting experience.Learn how he combines his expertise in yachting with a passion for philanthropy, connecting changemakers and hosting impactful events for organisations such as the Queen's Commonwealth Trust and the United Nations Foundation to support causes including anti-human trafficking and refugee assistance.From unforgettable yacht charters to purpose-driven philanthropy, this episode is filled with insights on leadership, innovation, service, and creating experiences that leave a lasting impact.Watch now and discover how passion and purpose can come together to make waves of positive change.

Erfahre hier mehr über unseren Partner Scalable Capital - dem Broker mit einem der besten YouTube-Kanäle zu Aktien & Investments. IBM: schlimmster Tag seit über 50 Jahren. KI-Budgets kannibalisieren IT. US-Banken mit Rekordzahlen, Goldman profitiert am meisten. Evotec senkt Prognose. Hapag-Lloyd erhöht. Siemens Energy wird Omterra. Uber will Delivery Hero. Watches of Switzerland wächst. KKR (WKN: A2LQV6) investiert 200 Mio. $ in US-Nachwuchsfußball und kauft Arctos Partners. Ziel: 100 Mrd. $ verwaltetes Vermögen nur in Sport. KGV bei 15, unter dem Fünfjahresschnitt. Einstiegschance oder zu viele Baustellen? Kirkland macht 90 Mrd. $ Umsatz. Mehr als Unilever. Costcos (WKN: 888351) Eigenmarke wächst schneller als der Gesamtkonzern, bringt höhere Margen und zieht neue Mitglieder an. Ein Grund für das KGV von 42. Diesen Podcast vom 15.07.2026, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most corporate wellness programs are built on a fundamental flaw: paying people to do something they already want to do. If you have to incentivize an employee to drink a glass of water, you have muddied the water and completely missed the point of true wellness. In 2026, the traditional carrot-and-stick approach to wellness is a failing strategy.My guest, Brittany Nelson, joins me to discuss how to rescue employers from the "golden handcuffs" of outdated wellness vendors. Brittany shares her journey from working on a Toyota assembly line to becoming a Registered Dietitian and Certified Health Value Professional. We discuss why tracking VOI (Value on Investment) is replacing ROI, why EAP utilization hovering at 2% is actually a massive red flag, and how to restructure plan designs to remove useless premium differentials. If you want to stop checking boxes and start building a real culture of well-being for your clients, this episode will change the way you approach population health.▶▶ Sign Up For Your Free Discovery Callcompletegameu.com/agaTimestamped Outline(00:00) Welcome Aboard: Introducing Brittany Nelson and the Evolution of Corporate Wellness(01:21) From the Toyota Assembly Line to Registered Dietitian(03:00) The Shift to Insurance: Scaling Clinical Expertise from One-on-One to One-to-Many(04:22) The "Fluff" of Wellness: Why CFOs Demand Quantitative Metrics Over Testimonials(05:54) Why Traditional Wellness Fails: The Problem with Paying People to be Healthy(08:08) The "Golden Handcuffs": How Employers Get Trapped in Unproductive Vendor Spend(10:23) Unwinding the Trap: Strategic Steps to Lowering Investment and Boosting Value (VOI)(12:56) Culture vs. Program: Why Free Time is the Best Wellness Incentive(15:46) The Goal of Participation: When Simple Incentives Actually Work(17:28) Start with the Why: Aligning Wellness with Corporate Core Values(19:54) Designing a 2026 Wellness Strategy: Measuring What Matters and Using AI(22:45) The Accountability Factor: Moving Beyond the "10,000 Step Tracker on a Dog" Joke(24:06) The Mental Health Misconception: Why 2% EAP Utilization is a Major Problem(26:01) Rebranding Free Counseling: Removing the Stigma and Testing Your Own EAP(30:31) The Flaw of Vendor-Generated Reports: Understanding Regression to the Mean(32:41) Consumer Healthcare Education: Shifting Focus from Vegetables to EOBs(34:11) Brittany's Lightning Round: The 36-Year-Old "Son," Hotworx Barre, and Dragon FictionCONNECT WITH ANDY NEARY

Chad and Natalie sit down with Matt Bowyer, the Orange County bookie at the center of the Shohei Ohtani gambling scandal, for the full story behind the headlines. Matt ran one of the largest illegal sports betting operations in the country for over 30 years. At his peak he had 1,250 clients nationwide, 48 agents, and processed over $1 billion in wagers in 2023 alone. He was also betting millions of his own money because gambling was his addiction and he was the house getting high on his own supply. The feds raided him twice. The first time was 2014, 14 agents, his daughter crying in the driveway, coming home from losing $800,000 in Vegas on March Madness. The case didn't start with Ohtani. The feds didn't even know about Ohtani. The case started with casino money laundering, led to Matt, and then his electronics told the rest of the story.He grew up watching his Vietnam vet father drink 40 beers a day until his mom divorced him after three failed rehabs. By 13 he was the top newspaper salesman in Orange County. At 16 he had a poker ring running out of his house. At 18, with his girlfriend pregnant and the family in a Dana Point mobile home, he got hired as a busboy at Chevys, got recruited to a commodities brokerage, passed the Series 3 exam as a mail boy, and was making $600,000 a year at 21. He bought back the house his family had lost. Then he got tired of giving his money to bookies.He currently owes $9.7 million in taxes at $60,000 a month in interest. Tax lien on his $5 million home. Two years probation, mandatory Gamblers Anonymous, mandatory drug dealer classes every week. And a new book dropping called Controlled Chaos. #TheHopeaholics #redemption #recovery #AlcoholAddiction #AddictionRecovery #wedorecover #SobrietyJourney #MyStory #Hope #wedorecover #treatmentcenter #natalieevamarieJoin our patreon to get access to an EXTRA EPISODE every week of ‘Off the Record', exclusive content, a thriving recovery community, and opportunities to be featured on the podcast. https://patreon.com/TheHopeaholics Go to www.Wolfpak.com today and support our sponsors. Don't forget to use code: HOPEAHOLICSPODCAST for 10% off!Follow the Hopeaholics on our Socials:https://www.instagram.com/thehopeaholics https://linktr.ee/thehopeaholicsBuy Merch: https://thehopeaholics.myshopify.comVisit our Treatment Centers: https://www.hopebythesea.comIf you or a loved one needs help, please call or text 949-615-8588. We have the resources to treat mental health and addiction. Sponsored by the Infiniti Group LLC:https://www.infinitigroupllc.com Timestamps:0:56 - Welcome Matt Boyer / The Ohtani Scandal1:21 - Growing Up in Cypress, CA / Tiger Woods Connection1:55 - Three Brothers: One Gone, One Fighting Heroin Addiction3:19 - The Second Raid: 29 Agents, AR Rifles, Wife Handcuffed4:50 - How the Operation Worked: 1,250 Clients, 48 Agents Nationwide5:54 - Betting $4.2 Million on a Single Football Game8:22 - The Psychology of Gambling: Losing Feels Better Than Winning12:21 - CEO of an Illegal Operation Doing $1 Billion in 202313:19 - Commodity Trader, Opened His Own Brokerage at 2814:17 - Why He Chose the Illegal Path Over the Legal One17:33 - First Raid, 14 Agents, Daughter Crying in the Driveway, Just Lost $800K in Vegas19:39 - Signs the Abandonment Form and Triples His Business21:09 - October 5th, 2023: The Second Raid That Ended Everything22:55 - Three Relationships, Five Kids, All One Big Family24:14 - Meeting His Current Wife at 40 / IVF for a Son31:19 - His Father: Vietnam Vet, 40 Beers a Day, Three Rehabs32:17 - 13 Years Old: Paper Boy, Baseball Cards, Weed, Poker Ring33:13 - 18 Years Old: Mobile Home in Dana Point, Girlfriend Pregnant, No Job34:18 - Getting Hired as a Busboy, Getting Recruited to a Brokerage36:28 - Mail Boy to #1 Broker, Buying Back the Family House at 2137:23 - Setting Up the Website in Costa Rica / Scaling to a Real Operation40:32 - Sitting in the Courtroom Hearing His Own Numbers for the First Time43:44 - The Charges: Money Laundering, Falsified Tax Returns, Bookmaking44:29 - Pleading Guilty Immediately Instead of Fighting the Feds46:38 - Cooperating with the Government: Giving Up the Casinos49:21 - Paying $1.7M in Restitution in Full Before Sentencing51:10 - Federal Prison: What It's Actually Like at Lompoc53:05 - How the Shohei Ohtani Connection Actually Happened55:09 - Telling the Feds About Ohtani57:42 - Watching His Name Break on SportsCenter58:49 - Why He Believes Ohtani Didn't Personally Place the Bets59:59 - The $16.2 Million Question1:13:15 - Going from $1.5M a Month to 0: Writing the Book During the Indictment1:14:43 - What's Next: Public Speaking, Books, Building a Community1:16:28 - Current Terms: Probation, Gamblers Anonymous, Drug Dealer Classes1:20:07 - Does He Miss Gambling?1:21:17 - The Super Bowl Bet: $4.2M on Chiefs vs. Eagles, $9.2M Swing in 3 Hours1:23:38 - His Wife as the Reason He Stopped

Consolidation changed their firm. Service declined. Flexibility shrank. And two advisors with a thriving practice realized that if they wanted to keep growing, they couldn't stay where they were.In this episode of The Complete Advisor, two advisors walk through their decision to switch broker-dealer affiliations — what triggered the search, how they evaluated new firms, and the moment they knew it was time to go. If you're a registered advisor questioning whether your current broker-dealer still fits where you're headed, this conversation is for you.In this episode:What changed when their firm got folded into a larger broker-dealerWhy "bigger" often means "more conservative" — and what that cost themHow wholesalers and industry contacts shaped their short list of firmsThe non-negotiables they screened for (platform capabilities, eSign/DocuSign, flexibility on annuity/IMO business)Why they were wary of smaller firms at risk of being acquiredThe specific policy change that finally pushed them to commitBuilding a succession plan into the transitionThis is Part 1 of a two-part conversation. Part 2 covers the logistics of the move itself.Key Takeaways:Growth and firm size can pull in opposite directions — as broker-dealers scale, back-office friction and approval bottlenecks often increase.A due-diligence period of six months or more is reasonable when vetting a new broker-dealer.Platform fit matters less than capabilities — confirm the new firm supports how you already do business (eSign, product flexibility) rather than picking based on proprietary tech.Smaller, more flexible firms carry acquisition risk — ask where they see themselves in three to five years.Bring your succession plan into the conversation early.

In this episode of The Liquid Lunch Project, Matt and Luigi sit down with securities lawyer David P. Meyer to talk about the ugly side of investing: broker misconduct, crypto scams, hidden fees, fake online "experts," and the very real ways smart people lose serious money. David also shares how he built a national securities litigation practice after taking on Prudential Securities in his twenties and winning a jaw-dropping $262 million jury verdict. Not bad for a guy who says he was basically just trying to avoid reading tax code forever.