Podcasts about Cima

Patrick Larkin, Partner & Practice Leader, Cerity Partners Three years after launching his independent RIA, Patrick Larkin merged with Cerity Partners—but not because that was the original plan. He explains how ownership changed the way he viewed enterprise value, optionality, and the future of his business. In Summary Going independent is often viewed as the destination. Patrick Larkin discovered it was just the beginning. Louis sits down with Patrick, Partner and Practice Leader at Cerity Partners and former founder of Oak Hill Wealth Advisors, to discuss an unconventional journey: leaving Wells Fargo to build an independent RIA, then choosing to merge that business just three years later. Rather than following a predetermined exit strategy, Patrick shares how ownership fundamentally changed the way he thought about enterprise value. A conversation with a prospective acquirer revealed that buyers weren't interested in purchasing a book of business—they were looking for a business. That realization reshaped how he invested, hired, delegated, and ultimately positioned his firm for the future. The conversation from our Build Grow & Transact series also offers a candid look at life after a merger, from evaluating cultural fit and partnership to balancing autonomy with the resources of a larger organization. More broadly, it illustrates how ownership creates optionality—and why the most valuable decision an advisor makes may not be the one they originally envisioned. The Storyline After spending nearly 15 years building a successful practice at AG Edwards, Wachovia, and Wells Fargo, Patrick Larkin launched Oak Hill Wealth Advisors in 2022 with a simple objective: build a business on his own terms. Like many advisors, he expected independence to be the final destination for a long time. But then there was the realization that ownership changes more than economics; it changes perspective. And it became the beginning of an entirely different way of thinking. As acquisition inquiries arrived sooner than expected, Patrick realized something that fundamentally changed his strategy. Sophisticated buyers weren't evaluating his client relationships as a book of business; they were evaluating Oak Hill as an enterprise. That insight shifted his priorities from maximizing short-term profitability to building a business that could thrive beyond its founder. Just three years after launching, Patrick chose to merge with Cerity Partners—not because he was looking for an exit, but because he believed it strengthened the future for his clients, his team, and his family. Louis and Patrick explore what led to that decision, how ownership increased the value of his business almost immediately, why he compares independence to an IPO, and what advisors should consider if they hope to create options for the future—even if they don't yet know what that future looks like. Topics Covered Building enterprise value versus maximizing annual income Creating optionality through ownership Leaving Wells Fargo to launch an independent RIA Why buyers value businesses more than books of business Evaluating strategic partners and acquisition opportunities The economics of independence and business valuation Life after merging with Cerity Partners Balancing autonomy with enterprise-scale resources Leadership, succession, and building beyond the founder Long-term ownership and partnership models > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Patrick decide to leave Wells Fargo? (11:07) Patrick explains why growing frustrations around control, firm priorities, and the ability to build his business eventually outweighed the comfort of staying put. How did going independent immediately change the value of his business? (21:42) Patrick introduces one of the episode's biggest ideas: why launching Oak Hill felt like taking a company public and how ownership increased the firm's value almost overnight. Why did Patrick sell only three years after becoming independent? (20:03) An unexpected conversation with a prospective acquirer completely changed how he viewed enterprise value and accelerated his long-term thinking. What separates a business from a book of business? (21:42) Patrick discusses why recruiting advisors, delegating client relationships, and investing beyond himself made Oak Hill more attractive to strategic buyers. Why Cerity Partners? (26:48) Rather than focusing on valuation, Cerity emphasized culture, partnership, and long-term alignment—qualities Patrick says ultimately mattered most. What is life actually like after a merger? (37:57) Patrick offers an unusually candid perspective on autonomy, leadership, and why he says he hasn't second-guessed the decision once. Key Takeaways Ownership creates opportunities that often aren't visible until after independence. Enterprise value is built by creating a business that can thrive beyond its founder. The first acquisition conversation can be valuable even if no transaction occurs. Cultural alignment may ultimately matter more than valuation when selecting a long-term partner. Independence doesn't eliminate future options—it expands them. Strategic transactions can strengthen outcomes for clients, employees, and owners simultaneously. The goal isn't simply to own a business; it's to create choices for what comes next. https://youtu.be/f7FGLGjBbyo Quotable Moments “The day Oak Hill launched felt like the business had gone public.” “Potential acquirers weren't interested in buying a book. They were interested in buying a business.” “Ownership isn't simply about control. It's about creating optionality.” “The fear of leaving is almost always worse than the actual experience of leaving.” FAQs Why did Patrick Larkin merge with Cerity Partners only three years after launching his RIA? Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Why does Patrick compare independence to an IPO? Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. What changed after Patrick became independent? Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. What made Cerity Partners stand out? Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. Is this episode only relevant for advisors considering selling? No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. What is the biggest lesson Patrick hopes advisors take away? That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Related Resources From Start-Up to $31B Behemoth RIA: The Catalysts Behind the Growth of Mega-Firm Cerity Partners Ownership Matters: What Advisors Need to Know When Evaluating Firms Top Tips for Setting Your Business Up for Success Years Before a Move Patrick LarkinPartner and Practice Leader Patrick is a Partner and Practice Leader in the Lansdowne, VA office. He is a member of the Lansdowne Practice, where he works closely with families, foundations, and non-profits to help them define and achieve their financial goals with clarity and confidence. With a deep specialization in retirement income distribution planning and complex risk and wealth management strategies, Patrick is known for helping clients simplify complicated financial decisions, reduce uncertainty, and build sustainable, long-term plans. His approach emphasizes fiduciary responsibility, transparency, and personalized guidance — ensuring clients always feel informed and empowered. Prior to joining Cerity Partners, Patrick was the founding member of Oak Hill Wealth Advisors, where he built a highly respected independent advisory practice that earned the trust of families, professionals, and mission-driven organizations across the region. His leadership was instrumental in shaping a client-first culture that continues today. Patrick's work is rooted in a passion for long-term relationships — guiding clients not just through markets, but through life's milestones such as retirement, business transitions, philanthropic planning, and wealth transfer across generations. He takes pride in being both a strategic advisor and a steady partner to the people he serves. Patrick lives in Bluemont, VA, with his wife Angela, their two children, Paige and Sean, and their Golden Retrievers, Huckleberry and Genoa. Outside of the office, Patrick and his family enjoy an active lifestyle — whether it's hiking and backpacking on the Appalachian Trail, biking the Great Allegheny Passage, or sailing on the Chesapeake Bay. These experiences reflect his belief in balance, resilience, and enjoying the journey — values he also brings to his work with clients. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. 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: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate proof of concept that they not only trusted you with their clients and their life’s work, but now also with their family’s wealth. So I like that, kind of the full life cycle there. So I’m curious, though, you stayed at Wells through a really turbulent time through the fake bank scandal. There’s a lot of attrition. I mean, obviously, they’re still a powerhouse to this day, but what kept you at Wells for as long as it did before you left in 2022? Patrick Larkin: You described it as a turbulent time. Pretty turbulent might be an understatement. Even before Wells, the transition to Wells, Wachovia Bank had been the first company that we transitioned to from A.G. Edwards. And we, of course, went through the financial crisis during that time period and handholding our clients and helping them get through that time period and dealing with concerns that we shouldn’t really have to be prepared with. “Is my money safe? It’s not what’s happening to the market, but is my money safe in your institution?” But once things stabilized, I found real purpose in partnering with some of the retiring advisors and opportunities that came up. It was a really wonderful climate and atmosphere in our local office. It was really a family-like atmosphere, and I still had a lot to learn. And all those advisors that I partnered with, I’ve joked I’ve never had an original idea in my entire life. I stole all my good ideas from them. And some of them were really ahead of their time, and I learned, adopted, and built my own philosophies by working closely with them. Ultimately, by the time I left Wells Fargo, I was finishing up the fifth sunset program and had only made my way halfway through the sunset before the opportunity presented itself to create my own practice. Louis Diamond: So I’m curious, when did you first seriously start thinking about leaving and what really tipped the scales for you? What was the proverbial straw that broke the camel’s back? Patrick Larkin: Yeah, it really was a number of small items and ultimately one big one. But for a long time, I’d been content, but as I tried to grow the business beyond what I could do individually, I felt like I kept running into walls. There were it felt like limitations on how I could build out my team and structure the practice the way I envisioned it. Additionally, there were some new policies that also started to bother me. One of them was the platform advisory fee, which in my eyes was less about client transparency and more about replacing a declining revenue source on the firm’s balance sheet. And after dealing with clients and helping them through the bank scandal at the firm, I was concerned that this would come back and hurt me and the relationships that I had with my clients. Incidentally, I just recently onboarded a new client that transferred to us. And for them, looking at their statement, identifying this platform advisory fee- Louis Diamond: Oh boy. Patrick Larkin: … was the last straw for them before they moved about 15 million of assets to us. Also, I thought I would be I would be a better allocator of resources than Wells Fargo. Wells Fargo retained about half of the revenue that I earned for the business. They seemed to think that the best allocation of that money was additional middle management. Whereas, I thought investment in technology, investment in additional personnel, and an investment in marketing were best places to continue to build out my vision. The final straw, and really a thing that crystallized everything for me was when I read a book in 2021 called The Infinite Game, a book written by Simon Sinek. Chapter eight, the title is Ethical Fading. And it uses the Wells Fargo bank scandal as a case study in what happens when a firm loses its moral compass. I read the chapter and thought, “There it is, I have to do something.” That was really the final push I needed. I mentioned earlier I was very fortunate to start my career with a company called A.G. Edwards, a regional brokerage firm. And while I was at A.G. Edwards, there was a research report that came out on A.G. Edwards as a company. And I’m going to paraphrase a little bit on what was said in that report, but ultimately there was a line in there, and it was a criticism, but I took it as a huge positive as being an employee there. The line said, “While management does not necessarily say it, we believe the client is put ahead of the shareholder.” And that was something I was very proud of. And I just, upon reflecting on it, felt confident those were words that I never was going to see go to print about Wells Fargo. Louis Diamond: So you left Wells in 2022 and founded Oak Hill Wealth Partners in Lansdowne, Virginia. Walk us through that decision. Why go independent rather than going to another firm? Patrick Larkin: I really thought moving to another firm, the things that I had grown frustrated with at Wells Fargo Advisors, I would also find at another wirehouse firm. I was ready, and honestly, the simple answer is I thought I could do better. And I wanted control after having what I felt like was very little control. I had grown frustrated with others making important decisions, and I wanted an opportunity to grab the reins and make decisions on my own. I believe at that time, the future of wealth management was going to be built around fiduciary advice, and I didn’t want to watch that from the sidelines anymore. I was watching what was happening in the industry. And as we were trying to hire new advisors, reaching out to college graduates who were studying CFP programs, identified that they were more inclined to want to start employment with an RIA than a wirehouse. What made the timing work really well was Wells Fargo had actually introduced a program to help advisors in the private client group spin off and establish their own RIAs. Now, whenever I tell this to another advisor, particularly ones that are wirehouses, they can’t understand it. And quite frankly, I don’t understand why they helped us do it, but we were about the 30th practice that they helped us through this process and they provided real support. They hired consultants, made vendor recommendations, even referrals to financing so I could pay off my last succession plan before I left. The only really upside for Wells Fargo was that the ask was that we continue to use First Clearing as the custodian. And one of the downsides for me was I was going to leave all of my deferred comp behind with Wells Fargo. Now, all clients had to do to join me was sign a positive consent. And on May 9th, 2020, we turned on our computers in our new office and our clients were already there. That same day, we launched and started a relationship with Charles Schwab. And it was so exciting to be able to start shopping for what I thought was the best FinTech, really feeling like I was stuck with proprietary tools that Wells Fargo advisors had offered. I felt like I was a kid in a candy store. And if there was a cool tool that I identified that would help us serve our clients better, I was all in and I was buying it. I really feel that some of the technology that Oak Hill eventually bought into and some of the tools we’re using now are going to take years and years before they eventually trickle down to where the wirehouses are, if ever. Louis Diamond: Interesting. So it was really it was for the most part an internal move from one- Patrick Larkin: It was- Louis Diamond: … channel to the other. Patrick Larkin: … it was an internal move, but there was no requirement to stay at First Clearing. As a fiduciary, they couldn’t make those demands. And again, they helped us with the financing, which is really unusual that they helped us secure a loan so I could pay off the last retiring advisor. It’s really unusual that a bank will loan money where there is no business at the time, but because of previous experience that financial institution had working with Wells, they helped us facilitate the transaction. And the program is still in place at Wells Fargo, which is absolutely amazing to me after the experience that I’ve just had myself. Louis Diamond: Yeah, it’s interesting. I mean, does it cannibalize a more profitable revenue source? Sure. But if the alternative was all the assets go to Schwab or Fidelity, to me, honestly, it’s smart. I think they played the long game by not being adversarial on it. Patrick Larkin: I think they played a long game and they took the philosophy, and I think they use it as a recruiting tool that if you love them, set them free. And that’s exactly what they did. Louis Diamond: So for the rest of the episode, I want to talk about your eventual, and not that long period of time, transaction or decision to merge Oak Hill with Cerity Partners. This is our Build, Grow, Transact subseries. And I was really struck by your story because you were three years or so into running Oak Hill, and then your merger with Cerity Partners, an amazing RIA closed. That’s a fairly short runway. Usually when I see folks go independent for the first time, it’s 10, 15, 20 years, maybe never, that they decide to merge or sell. I’m curious to understand your thinking about the transaction. Were you looking to do something? Or was it just like right place, right time and the opportunity presented itself? Patrick Larkin: I had started Oak Hill with the intent of eventually down the road, much closer to retirement, looking for a partner. The opportunity and what I learned early on helped change that idea and philosophy, and I adapted and made modifications to take advantage of it. Louis Diamond: Interesting. So you weren’t necessarily planning on selling or merging the business, it just kind of circumstances happened the way they did? Patrick Larkin: Yeah. When we started Oak Hill Wealth Advisors, it was a really pretty short period of time before we started getting calls from larger national RIAs about potential acquisition, much sooner than I expected. Early on, I just brushed them off, but about a year in, I took one of those calls and it really just opened my eyes up. I realized for the first time this small firm, this little practice actually had some real value, way more than I’d given it credit for. That first call, that first exploration didn’t go anywhere. It wasn’t a good fit. But what it gave me was a much clearer picture of what the serious acquirers were actually looking for. And that changed decisions I made at Oak Hill going forward. I really at that point stopped trying to optimize for near-term profit and really thought of my business as a business and started building towards enterprise value, sometimes at the cost of short-term income. And that turned out to be exactly the right call. Louis Diamond: That’s such an interesting perspective. Let’s double-click into that concept. So it sounds almost counterintuitive that if you kind of had this light bulb moment that like, “Okay, maybe I want to transact my business sooner than I initially thought.” I think most people would say, “Let’s become lean and mean. Let’s become as profitable as possible so my EBITDA’s higher.” But you took the different approach. What were the decisions you did to invest more in enterprise value rather than current cash flow? Patrick Larkin: A true business is one that doesn’t need me to be here every day to operate. And when we left Wells Fargo Advisors, it was myself and one other advisor that created Oak Hill Wealth Advisors. I was responsible for about 95% of the assets and revenue. And one of the more significant investments we made is in additional advisors. I recruited three new advisors, all CFPs, to join Oak Hill Wealth Advisors. Whereas, before I had been largely managing all the relationships myself. For someone that kind of grew up in the regional wirehouse space, it’s pretty counterintuitive to start moving relationships away from you onto other advisors. You’re trained and built to create a moat around your relationships, and realized that the potential acquirers are not interested, at least the ones I was interested in, weren’t interested in buying a book. They were interested in buying a business. And that just meant every decision we made going forward was not profit-driven, but how can I increase the value of the business? So after that first call, I knew I probably would be looking to move forward with a transaction sooner as opposed to the end of retirement. That information that I got on that first call helped me realize that when Oak Hill Wealth Advisors opened its doors on May 9th, 2022, we effectively had an IPO. I had great familiarity with how the succession plans at Wells Fargo Advisors worked. And on that day that we opened our practice, the value of my business jumped to be four to five times the value of it in a succession plan at Wells Fargo Advisors. Now, I knew going forward that I was going to be able to increase revenue. I was going to be able to increase EBITDA. I was going to potentially have some benefits from a market tailwind. I knew the multiples of EBITDA that the firms use may fluctuate, but the biggest change by far occurred leaving the wirehouse and having the value of my business grow four to fivefold in that same day. So what I really focused on was making sure that I was going to, when I was ready to start looking again after I had worked on improving the practice, really was going to look for a firm that was going to be a good cultural fit for both my clients, my team, and myself. Louis Diamond: That’s such a cool perspective. I’ve never heard anyone say that the day we launched your independent business was like an IPO. But honestly, it’s so true. You’re planting a flag in the ground that like, “Here is real value. This is value that we’ve created that we own rather than it being a book of business and a W-2 paycheck.” And it’s a fascinating perspective. Patrick Larkin: Yep. It really is amazing that the value changed that much on one day and the future value changes. Looking at the equity that I owned in Oak Hill Wealth Advisors, it made sense to consider is there a better way to take some risk off the table for myself and my family and diversify some of the equity that I had in Oak Hill Wealth Advisors with a larger enterprise? Louis Diamond: It makes complete sense. Obviously, everyone would sign up for 4 to 5X increase in value. Patrick Larkin: Sure. Louis Diamond: That’s not the reason most people go independent, but it’s important to know. And also, what I really liked about what you shared is I think a really valuable learning for anyone is those calls come in, whether it’s from annoying people like me or from an acquirer, from a firm, they’re not all noise. You took it as an opportunity to learn. Even though that first person who called wasn’t the right fit, it crystallized something in your mind and it let you make proactive decisions that ultimately paid off in spades when it came time to sign the dotted line for your transaction with Cerity. So I think it’s brilliant. And it’s very big picture, big-business-owner-type stuff that I think a lot of people will just filter out because it’s annoying and I’m young, I’m not looking to sell, but that was the journey. Patrick Larkin: Yeah, that first call changed my opinion about timing of when to move forward with a partnership. Originally, I thought this would be something at the end of retirement. The timing of doing so sooner seemed a lot more appealing after having that conversation and realizing what we had actually built. Louis Diamond: Amazing. So ultimately you decided to merge with Cerity Partners. We’ve had Kurt Miscinski from Cerity Partners on the show. They’re a real heavyweight within the RIA world. Most recently, they were valued at $8 billion in a recap, and it’s a very impressive firm. What specifically drew you to Cerity versus other potential buyers? Like you said, you got a lot of calls. Patrick Larkin: After that first call, I just got to work and focused on continuing to take care of our clients, building a team, adding new advisors, being a mentor to those advisors. But at the same time, we were being approached fairly regularly by that point. And I had a pretty good system for quickly deciding whether something was worth a second look, and most weren’t. But about a year ago, one of the national RIAs caught my attention and I started having conversations with them. And once I had progressed with them, I though, “You know what? If I’m giving this consideration, I really need to cast a wider net.” So I reached out to other RIAs that I had looked at and admired and been keeping an eye on. And ultimately, my longtime business coach, Barbara Kay, suggested I talk with Cerity Partners, a company that one of her other clients had just recently joined. And from the very first call, I could tell something was different. And I talked to many different companies. Cerity Partners, and an individual I spoke with, Geoff Newman, they weren’t leading with valuation formulas or deal structure. They were asking questions about my clients, my team, and how I actually ran the practice. They had a very defined process for identifying partners who were genuinely compatible, not just advisors with books that were transferable. And that distinction mattered greatly to me. They also offered really, in my opinion, the right balance of support and still having some autonomy. And their aspiration to deliver consistent standard of care to clients, whether they be in California or Virginia, so that those individuals get the same quality of experience, resonated with how I was already running things within my practice. That combination of support and autonomy, I really liked the idea of continuing to have oversight over my local practice, over our practice, which included the budget, salaries, and bonuses. It more than anybody else felt like a partnership and not a buyout. And I really appreciate it during that first call, Cerity was the only company that talked about a hundred-year plan. It was amazing to me to hear what their thoughts were. Most of the other firms I spoke with talked about valuations. And very quickly in the process, I found myself on a Zoom call with a Patagonia fleece vest-wearing private equity rep walking me through a valuation. And it was efficient, but it was not a cultural fit for me. And the infrastructure behind us and the combination of autonomy is really harder to find than most people think. As I progressed with Cerity, I remember early on in the process thinking to myself, “My God, I hope they want me, I hope they want me,” because I could tell I’m a very process-driven person They had a process with the way they brought me on board. And ultimately, we had a due diligence trip set up to go to one of their larger offices where I met with one of their leaders, Claire O’Keefe, part of their practice development, and had an opportunity to meet with different leaders within the firm and really get my arms wrapped around the potential that they had. Just the quality of the people I encountered through the whole process just kept reinforcing the decision. And by the time we got to the finish line, it didn’t feel like a transaction. It felt like I was joining something that I was excited to be part of. So just a little bit more about what attracted me to Cerity, their culture is just phenomenal. Cerity Partners uses the word “meritocracy” and they actually mean it. Ownership and influence here track your contribution, not your tenure or how well you play the politics. I just attended my first partner meeting in April, and without exaggeration, it was the most extraordinary professional meeting I’ve attended in my 25-year career. During the meeting, there was open debate about the direction of the firm, and every voice in the room carried weight. You could feel the culture. And that type of culture is built over years. You can’t fake it. Everyone in the room it felt like was rowing in the same direction. And by the time the meeting was over, I was so excited to get back to my team and tell them about what I had just witnessed, I wasn’t looking for the exit. I was looking for the brick wall to run through. I was so excited. And every once in a while I wonder having spent so much time in the wirehouse spaces, the bar just set really low for me when I talked to some of my other colleagues that have been independent for a long time. But it was just an absolutely amazing experience. And I do want to just add, one of the last really important things to me about Cerity Partners is I’ve been very fortunate with my career and in this profession. And part of my goal over the rest of my career is to have a legacy. And my legacy currently exists with the families I’ve advised and the team that I’ve built and have served and led. But Cerity Partners is helping me achieve even a greater legacy in our industry with our shared long-term goals. During my first meeting, they talked about their hundred-year vision of being a worldwide employee-owned professional services firm. And currently, and this is very exciting, the employees are the largest shareholder of the firm. No one else I talked to talked about their long-term goals like this, and it’s a vision I believe in. I want to contribute to help to see it accomplished. And one day when I do retire, I want to look back and see how I contribute it to a company that I believe is going to change the direction of professional wealth management. Louis Diamond: Wow. Patrick Larkin: My partnership with Cerity Partners is going to make that a reality. It’s just an amazing place. Yeah, very happy. Louis Diamond: Honestly, you can’t fake that type of enthusiasm. It sounds like- Patrick Larkin: It’s not- Louis Diamond: … you entered into a transaction, which is it’s like jumping into the deep end. How do you sort through what’s the sales process versus what’s real? How much of this is actually going to translate to my life? But hearing you not that long after the transaction, you still feel that and it’s very cool. In the press release I read, you cited estate planning, private markets access, and cross-border planning as key reasons for the merger. Can you talk about what it was about those? Maybe- Patrick Larkin: Yeah. Louis Diamond: … anything else that was missed? Patrick Larkin: Yeah. Louis Diamond: And were those not things that you felt like you could have delivered yourself as a standalone? Patrick Larkin: I thought that they were going to help me be able to be more effective in delivering those, but they weren’t the complete picture. The capabilities that we cited in the release were genuine gaps I wanted to fill and have available for clients and be able to prospect and go after new additional clients. But being fully honest, there were also deeper drivers. One was my team. Sometimes we get emotional about this. Being someone who’s trusted is really important to me, and that’s something I hold in high priority. There are people that followed me out of Wells Fargo to join me. One of my client associates had delayed her retirement so that she could join me and help us launch for the first three months. One of my other client associates has been with me close to 15 years. These are people that trusted me to do the right thing and to make sure that I wasn’t walking them off the plank. Being able to join Cerity Partners and give them a future that didn’t hinge entirely on my personal longevity was a huge relief. And Cerity Partners is an ownership culture. I’m so happy to say today that every single individual on my team in our practice in Lansdowne is now either an equity owner in Cerity Partners or very shortly will be an equity- Louis Diamond: So cool. Patrick Larkin: … equity owner. So they have a stake as well in what they’re building. It matters. My youngest client associate noticed how much it costs to send to FedEx. And he goes, “Now that I’m an owner, maybe we should rethink about sending regular mail.” Another driver was my family. And I’ve always had the philosophy of trying to prioritize and clients first, team and colleagues, and then my family. And I’ve always made decisions that if I put those others before myself, eventually I’ll be taken care of. And going through this transaction, it was so generous to my family and provided such security. There was a little bit of guilt that, “Am I doing this for all the right reasons?” But being able to secure my family’s future, converting equity in a three-year-old RIA into a stake of a $8 billion-plus valuation with institutional backing, that was a meaningful moment and I’d be less than honest if I glossed over that. I also really wanted to be part of something larger than myself. And the opportunity to help build a legacy in this business with Cerity Partners really gives me the platform to do that. Louis Diamond: Very cool. I can tell that you’re genuine, not just because of the way you sound, the way you’re speaking, but in the very beginning of the episode, you talked about the reason you got into this business was because you thought it gave you the dual purpose of being able to help people, but also being able to enrich yourself or your family. So this answer, it comes full circle. You’re able to accomplish all these goals, which made it the right decision. And I think, look, I say to advisors all the time, “You’re allowed to be greedy, you’re allowed to be selfish as long as the clients are still in the front of your mind as the most important thing.” There’s nothing wrong with doing better for clients, building a legacy in your case, but also reaping the rewards of all your hard work and labor and also all the risks that you’ve taken over your career. I got to ask you, though, from being an employee of Wells, where you were running your team, for the most part, you can run the business within their guardrails the way you want, to then running an RIA, which is really like you’re fully in control of everything, to now being a partner, but you’re not the one who has the name on the door anymore. Patrick Larkin: Right, right. Louis Diamond: Well, how do you think about the giving up control and full ownership of your practice versus owning a very small amount of a much larger entity? Patrick Larkin: There was such continuity. Oak Hill Wealth Advisors and Cerity Partners were so philosophically aligned that I genuinely never felt like I was giving up anything that I wasn’t glad to let go. My wife joined the business shortly before I left Wells Fargo Advisors. And still to this day, on my drive home from work, I call her up and say, “You’re not going to believe this.” And it’s all a positive, good thing. So Cerity has struck the perfect balance of that autonomy and support combination that I was looking for. So I still have control and a say over the way our practice is managed. Very shortly after the merger, my supervisor came down and met me for the first time, and we went out together after the day had ended. And early in the conversation I said to him, “What can I do to make your life easier?” And he said, “Pat, what can I do to make your life easier?” And that set the tone that still exists to this day. I almost cried when he said that because that was so different than what I had experienced up to that point. So the collaboration, the way we work together, it’s just absolutely amazing. And not once for a single moment have I second-guessed my decision. And it’s really weird because I’ve now been part of this organization for nearly nine months, and there just has not been one thing that’s occurred where I said, “That’s a disappointment.” It’s just been absolutely amazing every single day. Louis Diamond: Very cool. To me, there’s different arcs of when you want to ask people the question of, “Hey, any regrets?” And usually you don’t want to ask them too soon because they’re still going through the transition and integration and growing pains. And you don’t want to ask them too far in the future because you forget about what was life before. To be this short of a duration into this new partnership and to have these feelings, that’s absolutely pretty special. I got two more questions for you, Pat, if you don’t mind. Patrick Larkin: Sure. Louis Diamond: First one, economically, to me, one of the hardest things for really any advisor to really grapple with or to fully comprehend or make their own is, “I own 100% of the equity in my business. I get to decide when I want to sell in the future. My business is growing 10% per year. I wait to sell until 10 years from now, my business is going to be much bigger and I get to keep all the cash flow. I get to make all the decisions.” That compared to the path that you took, which was take cash off the table, which everyone understands, to, “Now, I own a much smaller piece of a much larger pie.” How would you talk to someone about the financial trade-off between a hundred percent ownership in their business, full control, full discretion over everything, versus becoming a minority equity partner in a larger entity? Patrick Larkin: You have to look at the valuation of my business, again, the day that we opened our doors as Oak Hill Wealth Advisors. There was such a massive jump in the value of the business. There was not going to be an opportunity for an appreciation at that level. So then, you have to compare what the growth rate is of Oak Hill Wealth Advisors versus a Cerity Partners. And I’m not embarrassed to say that Cerity Partners is and has been growing at a much faster rate of return. The value of the equity that I have retained in Cerity Partners, my ownership stake, I fully expect by the time I transact that business as I get closer to retirement, that’s going to be worth many times more than whatever opportunity I would have had at Wells Fargo with the valuation they would have provided me. Nevermind, very important, the tax consequences of a structure like this is all the retiring advisors that I worked with were taxed at their highest marginal rate. I owned a business and we were taxed at long-term capital gains rates. A significant difference in savings in what as the owner we actually realize. So yeah, I feel very comfortable with the ownership that I have and the control and continued opportunity with the meritocracy culture to increase my share of ownership in the company. Louis Diamond: Okay, and let’s do one more question here. I’ll pick it back up. So Pat, I think it’s a really cool perspective. It’s almost do your homework, and if you find the right horse and the right jockey that can run faster than you can on your own, that the equity value will compound and grow and appreciate in a faster, more efficient way than what you’re doing on your own, which makes complete sense. It’s the ultimate trade-off. And again, it’s like jumping into the deep end. On the one hand, Oak Hill was all you, right? You control the growth, for better or worse, for the good days, the bad days, the good years, the bad years, versus now your growth is diversified amongst hundreds of partners across M&A, across different lead flow channels, et cetera. It makes complete sense. But honestly, if I were an advisor, I don’t know how I would think about it. I think it’s all just fact-and-circumstance-based on where I am in my life and who the firm is and what I’m trying to accomplish. But it’s such a cool perspective because usually the playbook that we see, which is why we did this series, is go independent and there’s a long pause until there is a realization of all the value that’s been created. So seeing you do this in a much quicker timeframe, it seems like it was the absolutely right decision. To me, it just is another path, another way that an advisor or a firm is able to think about their future. Any final advice or parting words for someone who is sitting right where you were in 2021 or 2022 thinking about making the leap? And we’ll say a transition in general, or really anything you want to share to wrap our episode here. Patrick Larkin: Thank you for having me, and this is a great question. Happy to give a thoughtful answer to it. Before I’d left Wells Fargo Advisors through the program and started Oak Hill Wealth Advisors, I had an opportunity to go through a due diligence process and make sure that this was going to be a right move for me. There was no carrot out there that was obvious. I learned after that first conversation that I had built a practice that had some value to it. I was leaving behind the security of something I knew, leaving behind a significant amount in deferred compensation, and I wanted to make sure I was making the right decision. And through that due diligence process, talked to about five other firms that had recently left Wells Fargo to join this RIA program. I asked them a lot of different questions about what their experience was. And at every point during those conversations, they all said the same thing at different points. And it sounded like this. They said, “I’m working harder than I ever have before, but I wish I had done this sooner.” So my advice to those people, do it. I know that sounds simple, but I mean it. The fear of leaving is almost always worse than the actual experience of leaving. And I understand the inertia of not leaving and the real apprehension of what was on the other side. But what I found was a version of this profession I genuinely didn’t know was possible. One where I could do things the right way on my terms for the people I care most about serving. And not every path is going to look like mine. Some advisors should go fully independent and stay there, and that can be an incredible life. But when it comes time to look for a partner, quite frankly, if Cerity Partners is not on your shortlist, you’re making a significant mistake. And I say that not to sell anything, but because I’ve lived the comparison firsthand and there’s simply nothing else like it. Louis Diamond: So Pat, it’s been really fun, but I don’t think we’ve had anyone on the eight years or so we’ve been doing this show that’s gone through this type of arc or journey that you have. One of my big takeaways or sticking points that this episode brought for me is by going independent and taking control over your future, you created complete optionality for yourself to do exactly what you wanted to do with your business, even if that was different than what you initially planned. So in your case, it was selling within three years of going independent, but by taking action, being proactive, playing some offense, you made the opportunity happen on your terms and your timeline. So this has been fun in so many different ways. I loved your comment about how when you went independent, it’s basically like the day of your IPO, the four-to-five-times increase in value versus an internal succession deal, and even just the way to think about getting equity in a larger entity versus running your own plays only. So thank you so much for doing this. This has been fun. 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 responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firm’s 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.   Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. 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: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate p

What if your financial advisor cared less about beating benchmarks and more about the family tree, mission, and life you're actually building? In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Tyson Ray, CFP®, CExP®, CIMA®, CEO and Founding Partner of FORM Wealth Advisors, who shares how an eviction notice on his family's fridge shaped a mission-driven approach to money. As the author of The Total Relationship and the forthcoming Total Succession, Tyson explains why real advisory work starts with family, occupation, recreation, and mission—not pie charts, past performance, or product pitches. He shares insights into scaling past a billion in assets, fixing painful missteps with clients and the team, and preparing both families and advisors for the next great wave of wealth transfer. Key Takeaways:→ How FORM Wealth Advisors structures reviews and planning to reflect the actual shape of a client's life.→ Why advisors stop selling last week's winning lottery numbers and start owning real-life responsibility for clients.→ How FORM Wealth Advisors serves every branch of the family tree and why that has been vital to the firm's growth. → Why cutting “smaller” clients can erode trust in a close-knit community.→ How inheritances split one large relationship into many smaller ones. Tyson Ray, CFP®, CExP®, CIMA®, CEO, and Founding Partner of FORM Wealth Advisors, has developed extensive expertise in investment management, financial planning, and business exit strategies, earning recognition from Forbes, Barron's, and AdvisorHub as a top advisor. Tyson also actively contributes to his community through philanthropic initiatives, including Children's World Impact.His journey began at Badger High School, where, as a sophomore, he invested $100 in mutual funds, sparking a lifelong passion for financial strategy. After graduating from the University of West Florida, he returned to Southern Wisconsin to launch his career in financial services. Tyson enjoys spending time with his wife and three children, as well as hunting, fishing, playing golf, and exploring the outdoors. Connect With Tyson:Website: https://totalsuccession.com/LinkedIn: https://www.linkedin.com/in/tysonray/

There are few periods in the 20th century that were more impactful to the global economy than the Iranian Oil Crisis and the revolution that followed. On this edition of our MoneyTalk Moment in Financial History, Nathan and Daniel tell the story of how Iran seized control of their oil industry from the British, and the ripple effects that it caused across the globe. Host: Nathan Beauvais CFP®, CIMA®, CPWA®; Special Guest: Daniel Sowa; Air Date: 8/5/2026; Original Air Date: 8/6/2025. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

More than half of private sector workers are now contributing to a 401K, showing a much needed head of steam for plan participation at a time when the retirement savings gap poses a major threat to future retirees. Donna and Nathan discuss how new 401K plan features are making it simpler and more attractive for workers to save for retirement. Also on MoneyTalk, Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®; Air Date: 8/6/2026; Original Air Date: 3/31/2025. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Retirement is defined by age based rules that govern your finances. Donna and Nathan take us through these retirement milestones that you should keep on your calendar when prepping for retirement. Also on MoneyTalk, financial challenges and concerns that you may expect to face in your 50s, and Stock Trivia: Two Truths and a Lie. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®; Air Date: 8/11/2026; Original Air Date: 6/18/2025 & 5/23/2023. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

EM CIMA DO LANCE 12-08-26

Conviértete en un brothercito premium haciendo clic aquí:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/3q3YDBl⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#ALERTAHumorNegro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#HablandoHuevadas⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#PorqueHablarHuevadasEsUnArte⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Canción oficial: Historia de un inadaptado de LOS STEREOTRIPS.  -ADVERTENCIA DE  HUMOR NEGRO- Learn more about your ad choices. Visit megaphone.fm/adchoices

A Cory Alimentos, empresa das balas chita e Icekiss, chegou a falir, teve fábricas lacradas e perdeu espaço nas prateleiras. Quase 60 anos depois, voltou a crescer e hoje produz 120 toneladas de balas, por dia, e exporta para 45 países. Em entrevista para Mariana Amaro, em mais um episódio Do Zero ao Topo, Felipe Nascimento, diretor executivo da Cory e neto do fundador, conta como a empresa sobreviveu, por que abandonou uma carreira internacional para assumir o negócio da família e quais foram as estratégias que fizeram a companhia atingir mais de 300 milhões de faturamento no ano passado._________________________INFOMORNING | A newsletter com tudo o que você precisa para começar o dia Receba informações, análises e recomendações que valem dinheiro diretamente no seu e-mail: https://www.infomoney.com.br/newsletters/

Las montañas nunca fueron solo montañas. Durante siglos, las cumbres se han convertido en un escenario de disputa ideológica. Los nazis buscaban una gesta viril; los obreros, un aire que los redimiera de la fábrica; y los creyentes, a Dios. Todos buscaron clavar su bandera en las grandes cimas. La historia del alpinismo ha estado marcada por la política: desde el montañismo obrero hasta la propaganda nazi en el Eiger, pasando por las cholitas bolivianas y los sherpas olvidados de las grandes expediciones. También su situación actual, con un monte masificado, privatizado y convertido en marca personal. Hoy en "No es el fin del mundo" hablamos de la geopolítica del alpinismo con Pablo Batalla, autor de La bandera en la cumbre. Libros y películas: La virtud en la montaña – Pablo Batalla La bandera en la cumbre – Pablo Batalla Annapurna, primer ochomil – Maurice Herzog El Señor de los Anillos – J. R. R. Tolkien Cara norte (2008)

In this episode, MJ the tutor breaks down the hidden dangers of outsourcing customer-facing operations. While handing logistics or support to a third party looks great for cost-cutting, it often introduces massive qualitative risks. Learn how to look beyond and how to protect your brand equity, customer touchpoints, and long-term competitive advantage.  Accounting Makes Cents is a biweekly podcast dedicated to CIMA accounting students and those still thinking about it. Episodes will range from providing study tips and resources to brief discussions of CIMA syllabus topics. If you like the show, please hit subscribe to add it to your listening queue and to ensure you do not miss an episode. MJ the tutor would love to hear from you if you have ideas for future episodes. Thanks for tuning in and see you on an Accounting Makes Cents episode soon!

The markets are doing well, major indexes are near record highs, and earnings season has produced plenty of beats and raised forecasts. But whether stocks are soaring or falling, investors should remember one important lesson: this too shall pass.Negative headlines can make investors feel like they need to sell when prices are falling or chase stocks when prices are rising. Palantir is a perfect example. When PLTR was trading just above $100, negative articles were everywhere. After crushing earnings this week, the stock has now gained nearly 40%.The July employment report showed that the U.S. lost 23,000 jobs when economists expected more than 80,000 jobs to be added. While that is concerning for the economy, weaker employment data may also reduce the likelihood of the Federal Reserve raising interest rates soon.SpaceX's first lockup period also expired, making more than 900 million additional shares eligible for public trading. Many investors expected heavy selling pressure, but SpaceX shares finished the week up approximately 23%.AI continues to be another major theme. Palantir is producing real growth, semiconductor stocks moved higher, and Airbnb showed how AI agents can improve customer service, increase productivity, and reduce operating costs. Airbnb shares jumped more than 17% after earnings.Now imagine similar efficiency improvements being adopted across companies such as UPS, Amazon, Home Depot, and thousands of other businesses. We believe the AI buildout is still early, and companies are already demonstrating that the technology can produce meaningful financial results.The long term plan remains the same: stay invested, stop trying to time every market move, dollar cost average, and trust the process.Hosted by James Walters, CIMA®, CRPC®, and Brandon West, CPA, co-owners of West & Walters Tax and Wealth Management, a Registered Investment Advisor (RIA) and tax firm based in Carlsbad, California. Our goal is to share market insights, investing tips, tax strategies, and straightforward financial education to help viewers make smarter financial decisions. All Information is educational in its intent and distribution! Please do not consider this personal financial advice. We believe all clients have unique situations and thus require unique advice.

EM CIMA DO LANCE 07-08-26

If you've ever had to go through the process of unwinding a poorly planned estate, then you understand how messy these things can be. Donna and Nathan talk through some estate planning mistakes that you want to avoid to make the process smoother for your loved ones. Also on MoneyTalk, Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®, CPWA®; Air Date: 8/3/2026; Original Air Dates: 11/21/2024. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

In this podcast episode, FM editor-in-chief Oliver Rowe summarises the content in the August digital edition of the magazine. Rowe details an article that discusses the history of business jargon, when it should be used, and when it should be avoided. He also shares details about several articles related to artificial intelligence, including one on how AI is changing early career paths for finance professionals. He also shares details on a technical article with the headline "Why Time Matters in Carbon Accounting". Rowe closes with a summary of leadership columns and an explanation of how members can access the current edition and the library of past editions. What you'll learn from this episode: Highlights of an article about business jargon, including a mention of where some terms originated. Details of the August edition's leadership columns, including the debut column of the new CIMA president, Alfred Ramosedi, FCMA, CGMA. A mention of a practical article for finance professionals with the headline "What It Takes for a CFO to Lead Operations and Tech". Rowe's reminders on how members can access the digital edition.

In this podcast episode, FM editor-in-chief Oliver Rowe summarises the content in the August digital edition of the magazine. Rowe details an article that discusses the history of business jargon, when it should be used, and when it should be avoided. He also shares details about several articles related to artificial intelligence, including one on how AI is changing early career paths for finance professionals. He also shares details on a technical article with the headline "Why Time Matters in Carbon Accounting". Rowe closes with a summary of leadership columns and an explanation of how members can access the current edition and the library of past editions. What you'll learn from this episode: Highlights of an article about business jargon, including a mention of where some terms originated. Details of the August edition's leadership columns, including the debut column of the new CIMA president, Alfred Ramosedi, FCMA, CGMA. A mention of a practical article for finance professionals with the headline "What It Takes for a CFO to Lead Operations and Tech". Rowe's reminders on how members can access the digital edition.

The traditional 60/40 portfolio has been disrupted over recent years by the increased correlation between stocks and bonds, driving investors to asset classes like commodities for diversification. Nathan speaks with Dan Cole, Principal at Quantix Commodities, to dig into how futures contracts function, how different types of commodities respond to inflation, and how they can fit into your portfolio. Host: Nathan Beauvais CFP®, CIMA®, CPWA®; Special Guest: Dan Cole, Quantix Commodities; Air Date: 7/31/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Conviértete en un brothercito premium haciendo clic aquí:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/3q3YDBl⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#ALERTAHumorNegro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#HablandoHuevadas⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#PorqueHablarHuevadasEsUnArte⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Canción oficial: Historia de un inadaptado de LOS STEREOTRIPS.  -ADVERTENCIA DE  HUMOR NEGRO- Learn more about your ad choices. Visit megaphone.fm/adchoices

When you've made a substantial investment that goes badly, it's not uncommon to see people stubbornly ride it out, or even double down in hopes of recovering their loses. Donna and Nathan discuss how cognitive biases like the sunk cost fallacy can lead to compounding losses, and how investors can avoid becoming their own worst enemy. Also on MoneyTalk, 401k mistakes to avoid, and Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®, CPWA®; Air Date: 7/30/2026; Original Air Dates: 3/28/2023 & 8/5/2025. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Itálica, año 53 d.C. Un joven de provincias destinado a cambiar el mapa del mundo para siempre. En este episodio de Fuera de Plano diseccionamos la figura de Marco Ulpio Trajano, el primer emperador hispano y el arquitecto de la mayor expansión territorial de Roma. Analizamos su ascenso al poder tras la crisis de Nerva, sus brutales guerras contra los dacios, la construcción de sus monumentales obras públicas y cómo su obsesión por emular a Alejandro Magno lo llevó a las puertas de un desastre imperial. Un viaje al interior de un gobernante absoluto que combinó el genio militar con las sombras de la megalomanía.Escúchanos en las principales plataformas digitales y visita www.fueradeplanopodcast.es para más contenido. ¡Gracias por acompañarnos en este viaje por el pasado!

Some say that asset management is an art form, and while this may be true to some extent, there is a science behind portfolio design that helps to guide asset allocation decisions. Nathan discusses the mechanics of the three primary asset allocation strategies: strategic, tactical and dynamic. Also on MoneyTalk, Nathan covers the worst investments of some of history's most prolific investors. Host: Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 7/29/2026; Original Air Date: 7/28/2023 & 10/2/2024. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

The initial economic shock caused by AI's potential impact on jobs seems to have settled, as employers who pulled back on hiring discover that AI is far from ready to replace the entry level workforce. Donna and Nathan discuss the reality of how AI is shaping industries, and current its dependency on workers at every level to support that change. Also on MoneyTalk, some unique approaches to retirement, and Special Guest Stock Trivia. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®, CPWA®; Air Date: 7/28/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

As the Department of Labor reshapes how fiduciaries evaluate 401(k) investments, committees and advisors can't afford to wing it. In this episode, Michael Welz breaks down the proposed DOL safe harbor, the six-factor framework, and what it really means to prudently add alternatives and private assets to defined contribution plans.In this episode, Eric and Michael Welz discuss:Background and intent of the proposed DOL guidanceSix-factor safe harbor framework for investment selectionApplying risk-adjusted returns and appropriate time framesIncorporating private assets into defined contribution plansInvestment policy statements, due diligence, and ERISA litigation riskKey Takeaways:The proposed DOL regulation focuses less on picking “perfect” investments and more on whether fiduciaries follow a prudent, well-documented process.Evaluating performance now explicitly addresses risk-adjusted returns over an appropriate time frame, rather than just raw performance versus benchmarks.The proposed DOL guidance can be considered “investment option neutral” for DC plans, provided liquidity, valuation, and complexity are properly understood and documented.Investment policy statements are the core roadmap for due diligence, and many committees need to revisit and realign them with the new six-factor framework.By aligning committee processes with the proposed safe harbor, fiduciaries can both expand investment menus and potentially reduce excessive ERISA litigation risk.“On presumption of prudence, the process is the important part, not a checklist.” - Michael WelzMichael Welz is President of USI Consulting Group and USI Advisors, Inc., leading the firm's overall direction, strategy, and institutional investment solutions. With over 25 years of investment management experience, he oversees portfolio strategies, market research, and asset allocation, notably incorporating behavioral finance into defined contribution plan consulting. He previously served as USI Advisors' Chief Investment Officer and National Practice Leader for USICG's defined contribution group following a decade with major financial firms. Michael holds a master's equivalent in economics from the University of Cologne, holds CFA, CAIA, and CIMA credentials, and maintains FINRA Series 7, 63, and 65 licenses.Connect with Michael Welz:Website: https://www.usicg.com/ LinkedIn: https://www.linkedin.com/in/michael-welz-cfa-12997821/ Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.The opinions expressed by guests on the Be More Than a Fiduciary podcast are not necessarily the same as the opinions held by 90 North Consulting, or of Executive Director Eric Dyson.

¿Por qué unos profesionales avanzan por decisión propia y otros se quedan esperando el permiso de alguien más? Eso es autogestión, y de eso hablamos en este episodio de Mi Camino hacia la Cima. Descubrirás: - Por qué la motivación real empieza con una visión clara y una meta específica. - Cómo mantenerte enfocado y dejar de lado las distracciones que te roban energía. - El rol de la esperanza, bien entendida, es tu capacidad de avanzar. - Por qué planear y organizarte es lo que convierte una idea en un resultado real. Si eres un profesional que quiere dejar de ser invisible y empezar a liderar su propio camino, este episodio es para ti.

People often have confusion around how and when a Roth conversion should be used, which is why there is a clear methodology professionals use to help make these decisions. Nathan explains the three goals advisors consider when deciding whether to do a Roth conversion: lower taxes over time, lower withdrawals from retirement accounts, and higher tax adjusted assets to pass down. Also, on MoneyTalk, credentials and licenses, financial scams, and leveling up your 401k. Host: Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 7/24/2026; Original Air Dates: 1/28/2026, 6/9/2023, 7/19/2023 & 7/28/2023. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

In a lot of ways, the Traditional and Roth IRA are mirror images of one another, and they are designed that way to provide very specific tax benefits to individuals under different circumstances. Donna and Nathan delve into the unique rules and benefits of the Traditional and Roth IRA, and explain how each can be used differently to minimize your tax liability. Also on MoneyTalk, Special Guest Stock Trivia. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais, CFP®, CIMA®, CPWA®; Air Date: 7/23/2026; Original Air Date: 1/23/2024. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

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Advisors and co-hosts Zachary Bouck, CIMA®, CFP®, and Austyn Garcia, recap our July 2026 portfolio meeting, discussing what happened in the markets over the last month, our approach to traditional asset allocation (cash, fixed-income, equities, and alternatives), and our general outlook for the next 6-12 months in the markets.  0:00 – Introduction 1:15 – Action Items / Understanding Exchange Funds 5:35 – Market Overview: June Insights 7:30 – Interest Rates & Economic Outlook 10:39 – Middle East & Market Reactions 13:42 – Energy Sector Opportunities 18:03 – Midterm Elections & Market Volatility 22:26 – The Role of Precious Metals  28:30 – Traditional Asset Classes & Future Predictions Visit www.denverwealthmanagement.com to schedule a free consultation. 

¿En qué se parecen las películas de superhéroes, comunas en las montañas y los karaokes? Que estos tres elementos son parte de la intrigante historia de uno de los declives más grandes que se vieron en Hollywood. Así es, estamos hablando de Ezra Miller. ¿Será que todo esto se vio venir y nadie hizo nada, o simplemente son de esas cosas de Hollywood que simplemente pasan sin razón aparente? ¿O tal vez sí hay una razón? ¡Déjennos en los comentarios qué opinan de esta historia narrada por Xanic! Acomódense en el sillón ✨, prepárense unas palomitas

A financial plan has many moving parts that are synchronized to achieve your goals, which is why it's important to approach the process with a strategy in mind. Nathan takes us through the various components of a financial plan, and the questions you should be asking yourself along the way. Also on MoneyTalk, common financial scams, and the story of a grocery chain CEO's bold attempted to corner the US stock market in the early 1900s. Host: Nathan Beauvais, CFP®, CIMA®, CPWA®; Air Date: 7/22/2026; Original Air Date: 2/18/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Estate planning can be complex, or as simple as naming beneficiaries on your IRA, so even if your situation seems straightforward, if you own assets, you need an estate plan. Nathan welcomes back estate attorney and long time friend of the show, Andy Nault, to discuss the different ways wills, trusts, and other legal arrangements can be structured to ensure your assets end up in the right hands after you pass way. Host: Nathan Beauvais, CFP®, CIMA®, CPWA®; Special Guest: Andy Nault, Brule Nault & Hainley; Air Date: 7/17/2026; Original Air Date: 3/13/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

New Fed Chair, Kevin Warsh, has brought about a new era for the Fed, defined by less rate intervention, more deregulation, and most notably, less forward guidance. Donna and Nathan discuss how the economy could respond to a less transparent, more hands-off Federal Reserve. Also on MoneyTalk, questions to ask your financial advisor, and Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 7/16/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

When we think of the innovations that contributed to the rise of the industrial age, the steam locomotive is arguably the most impactful of them all. Without the railroad system, the westward expansion of the US and the exponential economic growth of the late 19th and 20th centuries could not have occurred. In this edition of our MoneyTalk Moment in Financial History, Nathan tells the infamous story of one of the first major US railroads, the Eerie, and the war that ensued between Cornelius Vanderbilt, Daniel Drew, James Fisk and Jay Gould. Host: Nathan Beauvais, CFP®, CIMA®; Air Date: 7/15/2026; Original Air Date: 3/6/2024. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

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Agradece a este podcast tantas horas de entretenimiento y disfruta de episodios exclusivos como éste. ¡Apóyale en iVoox! Episodio exclusivo para suscriptores de Se Habla Español en Apple Podcasts, Spotify, iVoox y Patreon: Spotify: https://open.spotify.com/show/2E2vhVqLNtiO2TyOjfK987 Patreon: https://www.patreon.com/sehablaespanol Buy me a coffee: https://www.buymeacoffee.com/sehablaespanol/w/6450 Donaciones: https://paypal.me/sehablaespanol Contacto: sehablaespanolpodcast@gmail.com Facebook: www.facebook.com/sehablaespanolpodcast Twitter: @espanolpodcast Hola, ¿cómo va el mes de julio? Por aquí ya solo nos quedan unos días de trabajo más intenso, porque a partir de la última semana de este mes todo se tranquiliza. Así fue los dos veranos anteriores y parece que no va a haber cambios en ese sentido. Casi todo el mundo estará de vacaciones, cada uno haciendo lo que más le guste. Unos irán a la playa, otros harán visitas culturales y quizá algunos vayan a relajarse a la montaña. Digo a relajarse porque hay personas que no van precisamente con ese objetivo, sino con otro más ambicioso, más complicado. Me refiero a los amantes del alpinismo, a los amantes de subir hasta lo más alto de las grandes montañas del planeta. Y es que la noticia de hoy trata precisamente de eso. Pero antes de escucharla, creo que tenemos que situarnos un poco. Cuando hablamos de montañas altas, hay un grupo muy especial que se conoce como los ochomiles. Son las montañas que superan los ocho mil metros de altura. En todo el mundo hay catorce… y todas están en una misma zona: entre Nepal, China y Pakistán. La más famosa de todas es, claro, el Everest, con 8.849 metros. Es la más alta del planeta, lo que muchos llaman el techo del mundo. Pero no es la única. Llegar a estas montañas no es solo cuestión de fuerza física. Es un desafío extremo. A esa altura hay muy poco oxígeno, las temperaturas pueden bajar muchísimo y el cuerpo humano empieza a fallar. Por eso, durante muchos años, subir un ochomil era algo reservado a muy pocas personas. Y ahí entran los grandes escaladores de la historia. Durante décadas, estos alpinistas eran vistos casi como exploradores. Personas que se enfrentaban a la montaña con muy pocos medios, arriesgando la vida en cada expedición. Por ejemplo, Reinhold Messner, uno de los nombres más importantes del alpinismo. Fue el primero en subir los catorce ochomiles sin oxígeno artificial. Eso significa que lo hizo en condiciones muchísimo más difíciles que la mayoría. También podríamos hablar de Edmund Hillary y Tenzing Norgay, que fueron los primeros en llegar a la cima del Everest en 1953. Ese momento marcó un antes y un después en la historia del alpinismo. Y si nos vamos a tiempos más recientes, encontramos a escaladores que siguen buscando retos extremos, rutas nuevas, o formas más puras de subir, sin ayudas externas. Pero aquí viene lo interesante… y lo que conecta directamente con la noticia que vamos a escuchar. Porque lo que antes era un desafío reservado a unos pocos… hoy se ha abierto a muchas más personas. Con dinero, con guías, con oxígeno y con apoyo logístico, subir al Everest es algo más accesible que hace treinta o cuarenta años. Y eso ha cambiado completamente la forma de entender estas montañas. Así que, con esta idea en la cabeza, vamos a escuchar ahora lo que está pasando hoy en el Everest. La noticia pertenece, como casi siempre, a Radio Nacional de España. “Colas, Sandra, para subir al Everest, la cima más alta del mundo. 274 escaladores en un solo día, un récord absoluto. Aurora Moreno, buenas tardes. Buenas tardes. Sí, el último récord en 2019 estaba en 223 escaladores. Nepal ha dado este año 494 permisos, cada uno de ellos a 15.000 dólares para intentar ascender al techo del mundo. Convertido en una aventura comercial, lamentan los grandes alpinistas como Miguel Ángel García Gallego, uno de los mayores especialistas en alpinismo de dificultad. La gente que va ahí, o sea, digamos que coge un taxi para subir al Everest. No está a la altura ni psicológica, ni habitualmente física y mental para hacer una ascensión, digamos con unos medios proporcionados y no recurrir a este tipo de artificios para volver a casa diciendo que te has subido al techo del mundo. Los serpas preparan previamente los tramos más peligrosos y cargan con el oxígeno que llevarán sus clientes. Aún así suele haber víctimas mortales por las bajas temperaturas, las tormentas y cualquiera de las muchas dificultades naturales de una montaña que alcanza los 8.849 metros. El ansia de negocio y de ganar dinero, pues implica coger gente que no está a la altura técnicamente de aquello en lo que se mete y se traduce al final con frecuencia en problemas y en tragedias. Una expedición puede tener un coste entre 50.000 y 200.000 dólares. En esa cifra está incluido el precio de retirar la basura de estas escaladas. Pero ni el gobierno nepalí ni los serpas terminan por hacerlo, con lo que el Everest se está convirtiendo en un basurero cubierto de nieve y hielo.” Qué pena, ¿verdad? El ser humano está acabando con todo, está contaminando todo: los océanos, las montañas e, incluso, el espacio, porque cada vez hay más satélites por ahí arriba. Bueno, vamos a seguir con lo nuestro, que es explicar las palabras y expresiones más complicadas. -Colas: una fila de personas que esperan su turno para hacer algo. -“Había una cola larguísima para entrar al museo”. - “Siempre hay colas en el aeropuerto en verano”. -Cima: es la parte más alta de una montaña o, en sentido general, el punto máximo de algo. -“Llegaron a la cima después de muchas horas de caminata”. -“Ese proyecto fue la cima de su carrera profesional”. -Techo del mundo: es una expresión que se usa para referirse al punto más alto del planeta, especialmente al Everest. Es una metáfora. -“Muchos sueñan con llegar al techo del mundo algún día”. -“Ese lugar parece el techo del mundo por las vistas que tiene”. -Lamentar: significa expresar tristeza, pena o arrepentimiento por algo. -“Lamentó no haber estudiado más cuando era joven”. -“La empresa lamentó los errores cometidos”. -Estar a la altura: significa estar preparado o tener el nivel necesario para una situación. -“No estaba a la altura del desafío”. -“Confío en que estarás a la altura del trabajo”. -Recurrir (a): significa utilizar algo como solución o ayuda. -“Tuve que recurrir a un diccionario para entender el texto”. -“Recurren a un abogado cuando tienen problemas legales”. -Artificios: los artificios son medios o recursos artificiales que se usan para facilitar algo o aparentar algo. -“Ganó el concurso con artificios, no con talento real”. -“La película abusa de los artificios tecnológicos”. -Sherpas (serpas): son guías de montaña del Himalaya, muy experimentados en el alpinismo. -“Los sherpas conocen la montaña mejor que nadie”. -“Sin la ayuda de los sherpas, la expedición no habría sido posible”. -Tramos peligrosos: son partes de un recorrido que implican riesgo o dificultad. -“Hay tramos peligrosos en esta carretera de montaña”. -“Durante la ruta encontramos varios tramos peligrosos con hielo”. -Ansia: el ansia es un deseo muy fuerte, a veces excesivo. -“Tenía ansia de éxito desde muy joven”. -“Su ansia por ganar le hizo cometer errores”. -Basurero: es un lugar donde se acumula basura. -“La playa se ha convertido en un basurero”. -“No dejes el parque hecho un basurero”. “Colas, Sandra, para subir al Everest, la cima más alta del mundo. 274 escaladores en un solo día, un récord absoluto. Aurora Moreno, buenas tardes. Buenas tardes. Sí, el último récord en 2019 estaba en 223 escaladores. Nepal ha dado este año 494 permisos, cada uno de ellos a 15.000 dólares para intentar ascender al techo del mundo. Convertido en una aventura comercial, lamentan los grandes alpinistas como Miguel Ángel García Gallego, uno de los mayores especialistas en alpinismo de dificultad. La gente que va ahí, o sea, digamos que coge un taxi para subir al Everest. No está a la altura ni psicológica, ni habitualmente física y mental para hacer una ascensión, digamos con unos medios proporcionados y no recurrir a este tipo de artificios para volver a casa diciendo que te has subido al techo del mundo. Los serpas preparan previamente los tramos más peligrosos y cargan con el oxígeno que llevarán sus clientes. Aún así suele haber víctimas mortales por las bajas temperaturas, las tormentas y cualquiera de las muchas dificultades naturales de una montaña que alcanza los 8.849 metros. El ansia de negocio y de ganar dinero, pues implica coger gente que no está a la altura técnicamente de aquello en lo que se mete y se traduce al final con frecuencia en problemas y en tragedias. Una expedición puede tener un coste entre 50.000 y 200.000 dólares. En esa cifra está incluido el precio de retirar la basura de estas escaladas. Pero ni el gobierno nepalí ni los serpas terminan por hacerlo, con lo que el Everest se está convirtiendo en un basurero cubierto de nieve y hielo.” Muy bien. Ahora vamos a explicar lo que cuenta esta noticia, pero con otras palabras. Lo que están diciendo es que en el Everest, la montaña más alta del planeta, se están formando auténticas filas de personas para llegar a la cumbre. Imagínate la escena: alpinistas esperando su turno, como si estuvieran en una cola. En un solo día llegaron a subir 274 personas, lo que supone el número más alto registrado hasta ahora. El récord anterior era menor, así que estamos hablando de una cifra realmente llamativa. ¿Y por qué está pasando esto? Bueno, uno de los motivos es que Nepal ha autorizado este año a casi 500 personas para intentar la ascensión. Y cada permiso cuesta unos 15.000 dólares, así que hablamos de un negocio muy importante. De hecho, muchos expertos dicen que el Everest se ha convertido en una actividad muy comercial. Algunos alpinistas experimentados critican esta situación y dicen que hoy en día hay personas que suben casi sin esfuerzo propio, como si alguien les facilitara todo el camino. Según ellos, mucha gente que intenta llegar a la cima no tiene la preparación necesaria, ni a nivel físico ni mental. Es decir, no están realmente preparados para un desafío tan extremo. Además, utilizan ayudas externas. Por ejemplo, los sherpas, que son los guías de montaña, preparan antes las zonas más complicadas del recorrido, colocan cuerdas y transportan el oxígeno que utilizan los clientes. Aun así, el peligro sigue siendo muy alto. Las temperaturas son extremas, puede haber tormentas en cualquier momento y la falta de oxígeno hace que cualquier error sea muy grave. Por eso, cada año hay personas que pierden la vida. Otro aspecto importante es la presión económica. Las empresas que organizan estas expediciones quieren ganar dinero, y eso hace que acepten a personas que quizá no tienen el nivel suficiente. Y esto, al final, puede provocar situaciones muy peligrosas e incluso tragedias. Y hay un último problema del que también se habla mucho: la contaminación. Subir al Everest puede costar entre 50.000 y 200.000 dólares, y en ese precio se incluye, en teoría, la limpieza de residuos. Pero en la práctica no siempre se recoge toda la basura. Como consecuencia, la montaña se está llenando de desechos y poco a poco se está convirtiendo en un lugar sucio, cubierto de nieve… pero también de residuos. Como te decía hace unos minutos, una verdadera pena. Venga, escuchamos la noticia por última vez y seguimos con más cosas interesantes. “Colas, Sandra, para subir al Everest, la cima más alta del mundo. 274 escaladores en un solo día, un récord absoluto. Aurora Moreno, buenas tardes. Buenas tardes. Sí, el último récord en 2019 estaba en 223 escaladores. Nepal ha dado este año 494 permisos, cada uno de ellos a 15.000 dólares para intentar ascender al techo del mundo. Convertido en una aventura comercial, lamentan los grandes alpinistas como Miguel Ángel García Gallego, uno de los mayores especialistas en alpinismo de dificultad. La gente que va ahí, o sea, digamos que coge un taxi para subir al Everest. No está a la altura ni psicológica, ni habitualmente física y mental para hacer una ascensión, digamos con unos medios proporcionados y no recurrir a este tipo de artificios para volver a casa diciendo que te has subido al techo del mundo. Los serpas preparan previamente los tramos más peligrosos y cargan con el oxígeno que llevarán sus clientes. Aún así suele haber víctimas mortales por las bajas temperaturas, las tormentas y cualquiera de las muchas dificultades naturales de una montaña que alcanza los 8.849 metros. El ansia de negocio y de ganar dinero, pues implica coger gente que no está a la altura técnicamente de aquello en lo que se mete y se traduce al final con frecuencia en problemas y en tragedias. Una expedición puede tener un coste entre 50.000 y 200.000 dólares. En esa cifra está incluido el precio de retirar la basura de estas escaladas. Pero ni el gobierno nepalí ni los serpas terminan por hacerlo, con lo que el Everest se está convirtiendo en un basurero cubierto de nieve y hielo.” Lo que está pasando en el Everest no es un caso aislado. Forma parte de algo más grande: una tendencia muy actual, que tiene que ver con los retos personales. Cada vez más gente se plantea objetivos exigentes. Subir una montaña, correr una maratón, hacer un Ironman, cruzar un país en bici, o incluso cosas como bañarse en agua helada o participar en pruebas de resistencia extrema. Si lo piensas, todos estos retos tienen algo en común: son difíciles, requieren esfuerzo y, de alguna manera, te obligan a salir de tu zona de confort. Y eso, en principio, es algo positivo. Ponerse objetivos, superarse, mejorar… todo eso forma parte del crecimiento personal. Pero también hay otra cara. A veces, esos retos dejan de ser algo personal y se convierten en algo que hay que mostrar. Algo que hay que contar, compartir, enseñar. Como si no fuera suficiente hacerlo… sino que además hay que demostrarlo. Y ahí es donde la línea se vuelve un poco difusa. Porque una cosa es querer superarte, y otra es hacerlo por presión, por comparación o por la necesidad de validación externa. En el caso del Everest, esta idea se ve muy clara. Para algunas personas, llegar a la cima es un sueño auténtico. Pero para otras, quizá se convierte en una especie de meta simbólica: “he estado allí”, “lo he conseguido”, “puedo decirlo”. Y la pregunta que podemos hacernos es: ¿por qué? ¿Por la experiencia? ¿por el reto en sí? ¿o por lo que representa a los ojos de los demás? Y esto no solo pasa con el alpinismo. Pasa con muchos otros ámbitos de la vida. Al final, el reto no está tanto en lo que haces… sino en entender para qué lo haces. Bien, si te parece, terminamos con el repaso a las palabras y expresiones que hemos aprendido hoy. -Colas: una fila de personas que esperan su turno para hacer algo. -Cima: es la parte más alta de una montaña o, en sentido general, el punto máximo de algo. -Techo del mundo: es una expresión que se usa para referirse al punto más alto del planeta, especialmente al Everest. -Lamentar: significa expresar tristeza, pena o arrepentimiento por algo. -Estar a la altura: significa estar preparado o tener el nivel necesario para una situación. -Recurrir (a): significa utilizar algo como solución o ayuda. -Artificios: los artificios son medios o recursos artificiales que se usan para facilitar algo o aparentar algo. -Sherpas (serpas): son guías de montaña del Himalaya, muy experimentados en el alpinismo. -Tramos peligrosos: son partes de un recorrido que implican riesgo o dificultad. -Ansia: el ansia es un deseo muy fuerte, a veces excesivo. -Basurero: es un lugar donde se acumula basura. Escucha este episodio completo y accede a todo el contenido exclusivo de Se Habla Español. Descubre antes que nadie los nuevos episodios, y participa en la comunidad exclusiva de oyentes en https://go.ivoox.com/sq/171214

Juan Manuel Valle confía en volver a celebrar con sus vecinos un nuevo Mundial de la Selección Española 

Whether or not AI poses a future threat to certain professional jobs, like that of the financial advisor, it is currently providing exciting enhancements to the services they offer. Donna and Nathan discuss some of the ways that AI is helping fiduciaries better serve their clients. Also on MoneyTalk, Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 7/14/2026; Original Air Date: 6/20/2023. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

O “BOM DIA, JESUS” é um devocional diário do Inteligência LTDA. para você começar o dia com a benção de Deus.LUIZ SAYÃO, pastor, mestre em Hebraico, teólogo e iluminado, traz palavras de sabedoria e reflexão para que o dia se inicie de uma maneira positiva e cheio de esperança, preparando você para enfrentar todos os obstáculos que cruzam o seu caminho.Todos os dias, às 6 da manhã.

Financial planning projections typically rely on formulaic models, but it's important to know that even the best of these models are far from perfect. Donna and Nathan discuss why these imperfect projection models are still useful depending on how they are used in your financial plan. Also on MoneyTalk, the process of choosing an advisor, and Stock Trivia: Two Truths and a Lie. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 7/2/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Conviértete en un brothercito premium haciendo clic aquí:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/3q3YDBl⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#ALERTAHumorNegro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#HablandoHuevadas⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#PorqueHablarHuevadasEsUnArte⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Canción oficial: Historia de un inadaptado de LOS STEREOTRIPS.  -ADVERTENCIA DE  HUMOR NEGRO- Learn more about your ad choices. Visit megaphone.fm/adchoices

This week's Market Friday recap covers IPOs, ADRs, international investing, crypto regulation, geopolitical risk and the continued AI industrial revolution.Our term of the day is IPO, which stands for initial public offering. SK Hynix was already publicly traded in South Korea, but the company completed a massive U.S. public offering of American Depositary Receipts and began trading on the Nasdaq.An ADR, or American Depositary Receipt, is a U.S. traded security that represents shares of a company based outside the United States. ADRs make it easier for American investors to invest in foreign companies through U.S. markets and in U.S. dollars.SK Hynix is one of the largest memory chip companies in the world and a major supplier of the high bandwidth memory needed to power AI data centers. The stock jumped roughly 13% during its first day of U.S. trading, showing just how much investor demand remains for companies connected to the AI buildout.South Korea is also home to major global companies such as Samsung and LG, although not every foreign company is available to U.S. investors through the same ADR structure.International stocks do not always move in the opposite direction of U.S. stocks. However, owning companies across different countries can provide diversification because different economies and markets may lead at different times. International stocks outperformed U.S. stocks during 2025, but during a major global crisis, correlations often increase and markets around the world can fall together.We also explain the Peter Lynch term “ten bagger,” which describes an investment that grows to ten times its original value. Investors who select individual companies are searching for exceptional long term winners, but they also accept greater company specific risk. Investors who purchase an S&P 500 index fund are instead relying on the long term growth of hundreds of major companies without needing to identify the next ten bagger.Circle also received approval to establish a national trust bank. This does not mean Circle is becoming a traditional consumer bank with checking accounts, loans or rewards for depositing crypto. The new bank will initially focus on digital asset custody and strengthening the regulated infrastructure supporting USDC.Finally, we discuss renewed conflict involving the United States and Iran. Markets did react during the week, but they continued to show impressive overall resilience. Investors appear focused on whether the conflict becomes a larger and more lasting economic event, particularly through oil prices, inflation and the Strait of Hormuz.Barring a major escalation in global conflict, 2027 could be an incredible year for businesses, technology and the markets. The AI industrial revolution is no longer something coming in the future. It is already here and happening now.Hosted by James Walters, CIMA®, CRPC®, and Brandon West, CPA, co-owners of West & Walters Tax and Wealth Management, a Registered Investment Advisor (RIA) and tax firm based in Carlsbad, California. Our goal is to share market insights, investing tips, tax strategies, and straightforward financial education to help viewers make smarter financial decisions. All Information is educational in its intent and distribution! Please do not consider this personal financial advice. We believe all clients have unique situations and thus require unique advice.

Conviértete en un brothercito premium haciendo clic aquí:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/3q3YDBl⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#ALERTAHumorNegro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#HablandoHuevadas⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#PorqueHablarHuevadasEsUnArte⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Canción oficial: Historia de un inadaptado de LOS STEREOTRIPS.  -ADVERTENCIA DE  HUMOR NEGRO- Learn more about your ad choices. Visit megaphone.fm/adchoices

The market was closed Friday for the 250th anniversary of American independence, but investors still had plenty to digest from a surprising week.Blue chip stocks finally came alive as companies like Apple, McDonald's, Walmart, and Johnson & Johnson gained ground. Technology and memory chip stocks struggled, while the Dow extended its winning streak to four consecutive weeks. Despite the rotation, all three major indexes finished the week higher. James breaks down the June jobs report, the drop in the unemployment rate, changing expectations for Federal Reserve interest rates, falling oil prices, Bitcoin trading near $60,000, and why strong corporate earnings could continue supporting the market.The episode also explains why falling technology stock prices may create long term opportunities, why share prices can behave like a voting machine in the short term but a weighing machine over time, and why consistently investing in the S&P 500 may be the most reliable path for the average investor. Quote of the Day: “Everyman is my superior that I may learn from him or her”.Hosted by James Walters, CIMA®, CRPC®, and Brandon West, CPA, co-owners of West & Walters Tax and Wealth Management, a Registered Investment Advisor (RIA) and tax firm based in Carlsbad, California. Our goal is to share market insights, investing tips, tax strategies, and straightforward financial education to help viewers make smarter financial decisions. All Information is educational in its intent and distribution! Please do not consider this personal financial advice. We believe all clients have unique situations and thus require unique advice.

Todo devir é uma modificação que ocorre após um encontro. Inclusive, ele se faz apenas através dos encontros, nas relações. Mas a diferença é que este conceito não contém a ideia de finalidade. Ou seja, sem telos, sem ponto final, ele é uma abertura para novos sentidos. Pois bem, se todo devir se faz no encontro, o que acontece quando um filósofo  olha através de um telescópio? O que aconteceria se Simone de Beauvoir e Madame Curie sentassem para conversar? É o que tentamos imaginar nessa conversa!ParticipantesRafael LauroRafael TrindadeLinksTexto lidoOutros LinksFicha TécnicaCapa: Felipe FrancoEdição: Pedro JanczurAss. Produção: Bru AlmeidaTexto: Rafael TrindadeGosta do nosso programa?Contribua para que ele continue existindo, seja um assinante!Support the show

More people today are claiming social security at 62 than are waiting until age 70, suggesting that retirees are considering more than just maximizing their benefits when deciding when to claim. Donna and Nathan examine the deciding factors for those who choose to claim social security early. Also on MoneyTalk, how to navigate volatility, and Stock Trivia: Battle of the Sowas. Hosts: Donna Sowa Allard, CFP®, AIF® & Nathan Beauvais CFP®, CIMA®, CPWA®; Air Date: 6/30/2026. Have a question for the hosts? Leave a message on the MoneyTalk Hotline at (401) 587-SOWA and have your voice heard live on the air!See omnystudio.com/listener for privacy information.

Advisors and co-hosts Zachary Bouck, CIMA®, CFP®, and Austyn Garcia, recap our June 2026 portfolio meeting, discussing what happened in the markets over the last month, our approach to traditional asset allocation (cash, fixed-income, equities, and alternatives), and our general outlook for the next 6-12 months in the markets.  Visit www.denverwealthmanagement.com to schedule a free consultation. 

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Conviértete en un brothercito premium haciendo clic aquí:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/3q3YDBl⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#ALERTAHumorNegro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#HablandoHuevadas⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠#PorqueHablarHuevadasEsUnArte⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Canción oficial: Historia de un inadaptado de LOS STEREOTRIPS.  -ADVERTENCIA DE  HUMOR NEGRO- Learn more about your ad choices. Visit megaphone.fm/adchoices

Will AI really automate most accounting work by 2040? Blake and David unpack what they heard at AICPA Engage, from deterministic AI agents and rising accounting enrollment to private equity's growing influence on firms. Plus, Blake shares an exclusive interview with FICPA CEO Shelly Weir on Florida's fight to protect CPA licensure. Listen to understand where the profession is heading—and what accountants may need to do next.SponsorsDigits - http://accountingpodcast.promo/digitsOnPay - http://accountingpodcast.promo/onpaySavant Labs - http://accountingpodcast.promo/savantR.E. Cost Seg - http://accountingpodcast.promo/recostsegChapters(00:00) - Cash Stolen In Bay Ridge (00:27) - Podcast Welcome Back (02:58) - Engage Conference Takeaways (03:58) - Hidden Vibe Coding (07:50) - Rise 2040 Automation Report (10:47) - Human In The Lead Debate (15:09) - Top Firm Concerns 2026 (18:29) - OpenAI Finance Team Lean (21:52) - Enrollment Up And CPA Pathways (25:19) - 7000 Cash Theft Revisited (26:52) - KPMG Whistleblower Scandal (28:33) - Crowe Gets 3B PE Deal (30:07) - Red Lobster AI Conspiracy (31:30) - PE Cross Selling Risks (33:39) - CPA Trust Campaign Launch (36:17) - Florida Licensure Threat (37:14) - Why Shelly Stayed Quiet (39:13) - What The Bill Proposed (43:28) - Why Deregulation Happened (45:46) - How FICPA Stopped It (48:46) - Mobility And Modernization (01:00:04) - CPE And Future Battles (01:03:59) - Wrap Up And Next Steps  Show NotesMan Accused of Stealing $7K from Accounting Firm in Brooklynhttps://pix11.com/news/local-news/brooklyn/man-accused-of-stealing-7k-from-accounting-firm-in-brooklyn-nypd/AICPA and CIMA Launch Rise2040: Shaping the Future of Finance and Accountinghttps://www.aicpa-cima.com/news/article/aicpa-and-cima-launch-rise2040-shaping-the-future-of-finance-and-accountingThe AICPA Asks: Are You Ready for Accounting in 2040?https://www.accountingtoday.com/news/the-aicpa-asks-are-you-ready-for-accounting-in-2040OpenAI CFO Sarah Friar Offers a Look Inside the Company's Finance Functionhttps://www.cfo.com/news/openai-cfo-sarah-friar-offers-a-look-inside-the-companys-finance-function/822545/Accounting Undergrad Enrollment Up 9%https://www.accountingtoday.com/news/accounting-undergrad-enrollment-up-93 More States Pass CPA Pathways Legislationhttps://www.cfodive.com/news/3-more-states-pass-cpa-pathways-bills-accounting/821649/A Master's Degree Isn't the Job Guarantee It Used to Behttps://www.wsj.com/articles/a-masters-degree-isnt-the-job-guarantee-it-used-to-beKPMG Secretly and Repeatedly Accessed a Whistleblower's Computer, Then Shared the Files with Its CEOhttps://thenextweb.com/news/kpmg-accessed-whistleblower-computerCrowe Gets PE Investment from KKRhttps://www.accountingtoday.com/news/crowe-gets-pe-investment-from-kkr57% Say PE Threatens the CPA Brand. But They'll Take the Money.https://cpatrendlines.com/2026/06/09/cpa-pe-deal-tracker-57-say-pe-threatens-the-cpa-brand-but-theyll-take-the-money/Red Lobster's CEO Says He's Going to Transform the Chain into 'The Most AI-Forward Restaurant Company That Exists'https://finance.yahoo.com/sectors/technology/articles/red-lobsters-ceo-says-hes-153500558.htmlStephano Slack Scores PE Fundinghttps://www.accountingtoday.com/news/stephano-slack-scores-pe-fundingNeed CPE?Get CPE for listening to podcasts with Earmark: https://earmarkcpe.comSubscribe to the Earmark Podcast: https://podcast.earmarkcpe.comGet in TouchThanks for listening and the great reviews! We appreciate you! Follow and tweet @BlakeTOliver and @DavidLeary. Find us on Facebook and Instagram. If you like what you hear, please do us a favor and write a review on Apple Podcasts or Podchaser. Call us and leave a voicemail; maybe we'll play it on the show. DIAL (202) 695-1040.SponsorshipsAre you interested in sponsoring The Accounting Podcast? For details, read the prospectus.Need Accounting Conference Info? Check out our new website - accountingconferences.comLimited edition shirts, stickers, and other necessitiesTeePublic Store: http://cloudacctpod.link/merchSubscribeApple Podcasts: http://cloudacctpod.link/ApplePodcastsYouTube: https://www.youtube.com/@TheAccountingPodcastSpotify: http://cloudacctpod.link/SpotifyPodchaser: http://cloudacctpod.link/podchaserStitcher: http://cloudacctpod.link/StitcherOvercast: http://cloudacctpod.link/OvercastClassifieds REFRAME 2026 - http://accountingpodcast.promo/reframe2026Flowglad -

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