Podcasts about COI

75% and 75. That's what I want you to focus on. This is the recipe for a 7-Figure Book of Business. In this podcast episode host Charles Specht will talk about the 75% activity level you need for prospecting as well as creating a list of no less than 75 referral partners. Imagine what your agency or Book of Business would look like if you had 75 COI's referring accounts to you non-stop! Key Topics: Spending 75% of golden hours on active prospecting, not service work Separating prospecting from admin tasks like apps and CRM updates Producers who don't prospect are just account managers Building a dedicated COI prospect list alongside your primary prospect list Why veteran producers get inbound referrals - and how to replicate it intentionally Targeting non-insurance vendors in your niche as COI relationships Reaching out to COIs with a no-sell, mutual referral pitch The 75/75 framework - 75% prospecting time, 75 COIs as your target Agency owners multiplying COI impact by coordinating vendor networks across producers Charles's fractional Chief Sales Officer offer at $500-$1,000 per month Reach out to  Charles Specht Visit: Permission Network Chief Sales Officer Permission Producer School Produced by PodSquad.fm

Your team is leaving money on the table. Let's fix that. For 8 years, Weaver Sales Academy has helped 17,000+ insurance professionals sell more and close better. Ready to level up your team for Q3 & Q4?

Trechos do livro “Maqalat-e Shams-e Tabrizi”, de Shams de Tabriz.Shams Tabrizi, ou Xamece de Tabriz (1185 - 1248) foi poeta e místico Sufi iraniano, discípulo de Baba Kamal al-Din Jumdi e mestre de Rumi.Antes de conhecer Rumi, Shams trabalhou como tecelão de tendas e vendedor de cintos. O encontro de ambos marcou o ponto de virada na vida de Rumi, que até então tinha sido um eminente professor de religião para se tornar um poeta em êxtase e amante da humanidade.Depois de vários anos com Rumi em Cônia, Shams dirige-se para o oeste e se estabeleceu em Coi. Segundo a tradição Sufi, Shams de Tabriz desapareceu misteriosamente.Conforme os anos se passaram, Rumi atribuiu, mais e mais, trechos de suas poesias a Shams como um sinal de gratidão e amor pelo seu amigo e mestre.

With the Co-Authors of The Greater Game and Dan Sullivan of Strategic Coach and John Bowen of CEG Insights Louis Diamond speaks with Dan Sullivan of Strategic Coach® and John Bowen of CEG Insights about founder dependency, enterprise value, and the architecture behind scalable businesses. In Summary Many advisory firms grow successfully while remaining highly dependent on their founders. Dan Sullivan and John Bowen argue that the difference between a successful practice and a valuable enterprise comes down to architecture. Louis sits down with the co-authors of The Greater Game to discuss founder dependency, enterprise value, intellectual property, and why some businesses scale beyond their owners while others do not. The conversation offers advisors a framework for thinking differently about growth, succession, and long-term optionality. The Storyline Many advisors spend their careers helping clients build valuable businesses. Far fewer stop to ask whether their own firms are being built the same way. That tension sits at the center of Louis Diamond's conversation with Dan Sullivan, co-founder of Strategic Coach®, and John Bowen, founder of CEG Elevate Group and CEG Insights. Their new book, The Greater Game, challenges a common assumption about growth: that bigger businesses are simply the result of working harder, adding more clients, or improving existing systems. Instead, they argue that enterprise value is created through architecture—the deliberate design of a business that can scale, transfer, and thrive without its founder at the center. The discussion introduces a framework for understanding why some entrepreneurs remain trapped in optimization while others build enterprises that compound in value over time. Along the way, Dan and John explore founder dependency, intellectual property, succession planning, strategic partnerships, and the role advisors can play in helping entrepreneurial clients navigate each stage of growth. For advisors, the framework creates an important mirror. The same forces that limit enterprise value for entrepreneurial clients often exist inside advisory firms themselves. The result is a conversation that extends well beyond business growth and into questions of optionality, transferability, and what ultimately makes a firm valuable. Topics Covered Enterprise Value Creation Founder Dependency Risk Business Architecture vs. Optimization Intellectual Property & Scalability Strategic Partnerships & Leverage Succession Planning & Optionality Legacy, Impact & the “Greater Game” Mindset > Download a transcript of this episode… Listen and Learn Highlights for Advisors What is The Greater Game—and why does it matter to advisors? (17:57) Dan and John introduce the framework behind their new book and explain why advisors should think about it both for entrepreneurial clients and for their own businesses. Why do only a small percentage of entrepreneurs create exponential enterprise value? (22:24) The discussion explores the difference between “architects” and “optimizers” and why most business owners remain focused on improving what exists rather than designing what comes next. Why is founder dependency such a significant valuation risk? (35:00) John explains how businesses that depend on a single individual often struggle to scale, transfer, or command premium valuations. How does expertise become intellectual property—and why does that matter? (35:00) The transition from expertise to transferable systems may be the most important bridge in the entire framework, creating leverage that extends beyond the founder. What prevents many advisors from fully serving entrepreneurial clients? (18:00) The conversation examines why most advisors are well-equipped for traditional planning needs but less prepared for the governance, succession, and enterprise-value challenges entrepreneurs eventually face. What does the next game look like after you've already “won”? (50:00) Dan and John discuss why many successful entrepreneurs and advisors eventually shift their focus from accumulation to significance, impact, and legacy. What's the single most important move an entrepreneur can make? (52:30) Dan shares the concept of Unique Ability® and explains why simplifying around your highest-value strengths often creates the greatest multiplier effect. Key Takeaways Enterprise value is created through architecture, not effort. Many successful businesses continue to grow while remaining highly dependent on their founders. The firms that command premium valuations are often built differently from the start. Founder dependency acts as a hidden valuation discount. The more a business depends on one person, the more difficult it becomes to scale, transfer, or sell at a premium. Intellectual property is often the bridge between a practice and an enterprise. When expertise becomes codified, transferable, and repeatable, value begins to exist independently of the founder. Advisors and entrepreneurs often face the same challenge. The same founder-dependency issues advisors help clients solve frequently exist within their own firms. Strategic partnerships create leverage that expertise alone cannot. Many of the most successful entrepreneurs grow through collaboration, ecosystems, and coordinated expertise rather than attempting to solve every challenge themselves. Most advisors are trained to solve early-stage problems. Entrepreneurial clients eventually require guidance around succession, governance, scalability, and enterprise value—areas that extend beyond traditional planning. The next stage of growth is often not about growth at all. For many successful entrepreneurs, the question eventually shifts from accumulation to significance, impact, and the legacy they want their business to create. https://www.youtube.com/watch?v=JY5xOB8GTQY Quotable Moments “The exit multiple is downstream of the architecture.” “The difference between a three-times and a fifteen-times multiple is often whether the business depends on the founder.” “You have to simplify in order to multiply.” “We're not talking about a 10x game anymore. We're talking about a 100x game.”     FAQs Why do some advisory firms command higher valuation multiples than others? Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. What is founder dependency and how does it impact enterprise value? Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. What is the difference between an architect and an optimizer? An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. What does Dan Sullivan mean when he says “100x is easier than 2x”? The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. How can advisors better serve entrepreneurial clients? Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. What is the expertise trap and why does it matter for advisory firms? The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Related Resources The Greater Game by Dan Sullivan and John Bowen Strategic Coach® CEG Elevate Group The Greater Game Dashboard Diamond Consultants Advisor Transition Report Dan Sullivan The world's foremost expert on entrepreneurship in action, Dan Sullivan has spent the past five decades empowering business owners to reach their full potential in both their professional and personal lives. His strong belief in and commitment to the power of the entrepreneur is evident in all areas of his company, Strategic Coach®, and its successful membership community. Dan is married to Babs Smith, his partner in business and in life. They jointly own and operate The Strategic Coach Inc., with offices in Toronto, Chicago, and the UK Dan and Babs reside in Toronto. John Bowen John J. Bowen Jr. is the founder and CEO of CEG Elevate Group, the holding company that includes CEG Worldwide and CEG Insights. Through these companies, he helps elite financial advisors serve fewer, wealthier clients exceptionally well while building more valuable and scalable businesses. Before founding CEG, John spent 26 years as a financial advisor and built a $2 billion wealth management business. That firsthand experience grounds CEG’s work today across advisor coaching, enterprise programs, empirical research through CEG Insights, and practical frameworks for advisors who want to move beyond practice growth to enduring enterprise value. John is the author of 21 books on wealth management, entrepreneurship, and success. His newest book, The Greater Game: Your 100x Blueprint for Exponential Growth, Freedom, and Legacy, co-authored with Dan Sullivan of Strategic Coach, will be published by Hay House Business in May 2026. Today, John and the CEG team work with leading advisors and enterprise firms — including some of the largest advisor organizations in the United States — to help advisors deepen relationships with affluent clients, build scalable practices, and design lives of greater significance. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen A conversation with Louis Diamond and Co-Authors of The Greater Game, Dan Sullivan of Strategic Coach and John Bowen of CEG Insights.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen, a conversation with the industry’s top coaches and co-authors of The Greater Game. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Most entrepreneurs and many advisors spend years optimizing for growth without realizing they’re building a business that still depends entirely on them. Revenue and complexity grow; enterprise value, transferability, and freedom often lag far behind. Dan Sullivan and John Bowen argue that the issue isn’t effort or intelligence; it’s architecture. No doubt these are familiar names in the wealth management industry, but just to set the stage, Dan is the co-founder of Strategic Coach, and John is the founder of CEG Elevate Group and CEG Insights. Together, they spent decades coaching and studying high-performing entrepreneurs and advisory firms. Their latest book, one they joined forces on, The Greater Game, lays out a very different framework for thinking about growth, one built around scalability, transferrable value, and long-term leverage rather than incremental optimization. What makes this conversation especially relevant for advisors is that the framework cuts both ways. It applies to the entrepreneurial clients that advisors serve, as well as to the advisory firms themselves. And in many cases, the same founder dependency and expertise trap that limits a client’s enterprise value is quietly limiting the advisor’s business too. We talk about the difference between operators and architects, why 100 times growth can actually be easier than two times growth, where businesses tend to stall as they scale and how advisors can start thinking differently about their own firms, particularly when it comes to enterprise value, succession, and long-term optionality. It’s rare access to a conversation with two of our industry’s legends whose advice and counsel has not only helped to transform the business lives of many of our listeners, but also my own. So let’s get to it. Dan and John, thank you both for joining us today. Dan Sullivan: Thank you, Lou. It’s a real pleasure. John Bowen: I’ve had the privilege of joining you before, but never with my co-author, Dan Sullivan, and I’m excited to share what we’re doing because I think it can make a big impact in our advisor industry. Louis Diamond: No doubt about it. Yeah, this has been an interview I’ve been very excited to host. So let’s jump right in. Dan Sullivan, I think you are a man that needs little introduction. So many advisors in the industry are fans or clients of your firm, Strategic Coach, but for those who aren’t as familiar or need a refresh, can you just give some quick context into why you started Strategic Coach and what the company does today? Dan Sullivan: Yeah. Well, it goes back to 1974. I was a copywriter at BBDO, the Canadian branch of BBDO, big global advertising agency. It still is. But I’ve been sort of a lifetime coach. I remember once when my mother finally caught up with what I was doing in life and I was describing what I was doing, she says, “Well, you were doing that when you were a child. You were talking to adults and you were asking adults about their experiences.” And I said, “Yeah, I could do this when I was eight or nine years old, but it took me a long time to get a business model wrapped around it.” But I jumped out in 1974 and started coaching anybody, but it actually turned out that entrepreneurs were the best people to coach because they would write a check on the spot and they would make a decision on the spot and I needed cashflow and I did it. So I’ve been personally, as a Strategic Coach, which was named by someone else. You’re just out there trying to get cashflow to pay for the rent. So I started in ’74, and I was lucky and it really relates to your target audience, Lou. Right off the bat, I got what are called top-of-the-table life insurance agents. And that was really, really great because life insurance agents are purely a conceptual business. So someone can get a new idea at breakfast and they can have a new business by dinnertime just because they can change their mindset. And that moved on. And I did that for 15 years, just one-on-one, 1970s, 1980s. And then, I’d had enough experience that we turned it into a workshop program in 1989. We’ve been at it ever since. So I was at a talk. Joe Polish is a great friend of ours, Joe Polish with Genius Network. And he had a speaker there, and he says, “You’re one of the original gangsters, aren’t you? You’re one of the first people.” And I said, “I don’t know if I’m the original, but I think I’m the only surviving one.” So it’s 52 years that I’ve been doing what I’m doing. And I had the good fortune to meet John in around 2009. John, was that the year? 2009? John Bowen: Yeah, in the little economic downturn that everybody knows about here. Dan Sullivan: Yeah. And John had a great coaching program and we had a great coaching program. And over the years, we’ve talked a lot about what makes a entrepreneur exponential in their thinking. And finally, about two years ago, we decided, let’s write a book about this. And that’s the new book, which is called The Greater Game. That’s where this all started. It’s just been a great pleasure because we sync very well. Louis Diamond: Amazing. And Dan, I think a lot of people likely know you either from Strategic Coach. I know I’m personally a big fan of two of your books and I know of others, The Gap and The Gain and Who Not How. We’re going to talk about your new book, but I think it’d just be helpful. Can you talk about the key premise of some of your prior books, The Gap and The Gain and Who Not How? Dan Sullivan: As a result of my membership, I’m a member in other groups. And so Joe Polish of Genius Network fame, he’s been in my program for 28 years, and I’ve been in his program for 15 years. And there was a writer who was in one of the first Genius Network workshops, and he approached me. And I created a lot of books, but I create small books and they’re self-published. I do a book a quarter. I’m 82 in about three weeks. So when I was 70, I said, “I’m going to give myself a 25-year project. I’ll write 100 books in 100 quarters.” And this is quarter number 47, and I’m writing my 47th book. But they’re little books. They’re 60, 70 pages. They’re one-idea books. And Ben Hardy, who was, at that time, the number one writer on Medium, which is a blogging type medium, he approached me, and he said, “I know you don’t write big books and you don’t have publisher books. But,” he said, “if you ever did,” he said, “I’d like to collaborate.” And that was a great good fortune on my part. So we produced three books in five years. The first book was Who Not How. Who Not How basically says when you have a goal, the biggest problem with the goal, you’re excited about the goal, but you’re not excited about doing it. So you find “Whos” who help you and you build teamwork around it. And that was a big seller. And then, we had another concept which was called The Gap and The Gain that entrepreneurs, depending on how they measure their progress, can be perpetually unhappy or they can be perpetually motivated. And it all depends on how they measure their progress, how they measure their goal setting and their goal achievement. And then the third book, which has really turned out to be the big one, up until this book, this book will be bigger. It’s called 10x Is Easier Than 2x. So hence, Coach, everybody has a 10x game plan. Whatever number they want to choose, revenues, personal net worth, whatever, you have a framework of 10x, which is sometime in the future, but you use that future framework for deciding what you’re going to do today that will end up as a 10x result. I thought that was going to be our formula for the rest of my life until I met John. And then John is a great AI practitioner. And I began to realize that that 10x is now becoming 100x for really top-notch entrepreneurs, but the 10x is easier than 2x. And we just crossed the million mark with the three books, which is really good. And it’s great for lead… we’re having people show up and they’ve really bought into what Strategic Coach is. We have a good size company. We’re not a small company. We have 120 team members. We’re in five centers: Los Angeles, Vancouver, Chicago, Toronto and London, England. But it’s been really great because we’ve really grown with technological change and it’s basically, we teach people how to think about their thinking. And Lou, you were in for three years, both in-person and virtual. So you know what the starting structure of it is, but I’m in love with entrepreneurs. Entrepreneurs are crucial characters on the planet, but mostly they operate alone and what we’ve done is create a community for them. Louis Diamond: Fantastic. Thank you, Dan. And John, I think perfect segue to you, because I know you’ve spent your career serving and helping entrepreneurs as well, mostly within financial services or within wealth management. And you’ve been very kind to share some of your amazing research on advisors serving entrepreneurial clients in the past. But for anyone who’s missed those episodes, similar question for you, can you share what your companies do? CEG Elevate, CEG Insights, your new research, and then we’ll dive into your exciting new book. John Bowen: Thank you, Louis. And Dan and I are very excited about just entrepreneurs in general. Dan is, because he’s working with them directly. The best clients for financial advisors are entrepreneurs, largely, if you’re going to go high net worth, ultra-high net worth. So we have a company, CEG Elevate, which is our parent company. Two of the companies that are really interesting for this podcast is CEG Insights and this is our research arm. And we’ll study about 20,000 high net worth, ultra-high net worth clients this year in depth and 6,000 up to 7,000 we’ll do just of entrepreneurs. And this is in the partnership. Lou, I invited you up to… We were skiing two years ago in Park City and you couldn’t join us. But Dan and I made a deal to do a 25-year partnership studying entrepreneurship, one for Strategic Coach and his coaching clients, but really the opportunity for financial advisors. And it’s probably just as well because I came down, and I think, Dan, you were 80 at the time and I was 69. I’m 70 now. And I was skiing with a whole bunch of 40-year-olds, and they’re all going, “You guys are way too optimistic.” And Dan and I are just getting started on this. And the other company that’s applicable is CEG Worldwide, where we have the privilege of coaching and training some of the top financial advisors, those aspiring, and also working with the enterprises to really help move up market and do this great experience. Louis Diamond: Fantastic. Dan, question for you. What was the core problem you and John were trying to solve in your new book, The Greater Game? What is it that existing frameworks weren’t touching? And then John, I’ll have a follow-up question for you after that. Dan Sullivan: Yeah. Well, by the very nature of what we do, we’re not going for wannabes. We’re not going for entrepreneurs who hope to be really successful someday. We’re engaging with and we’re registering into both of our communities, people who, they’re already great. They’re already doing so many things right, but they’re kind of doing it unconsciously. They just have a unique ability for growth. They have a unique ability for networking and expansion, but the very, very core is they’ve done it on their own. And they’ve done it out of intuition and they’ve done it out of ambition and motivation. But their biggest problem is that they’re really lonely. I’m in my sixth decade now of coaching entrepreneurs, and people say, “Well, what’s the number one problem that entrepreneurs face?” And I said, “Loneliness.” They can’t explain themselves to the family they grew up with. They can’t explain themselves with their lifetime friends. They have thoughts about how they’re operating. And they take enormous pride in their ability to transform difficulties into breakthroughs, but they don’t have anybody to talk to. So what we’ve created is a community where when you walk in the room, everybody in that room immediately understands you. Everybody immediately applauds what you’ve done. Everybody is inspired by you. So my framework is I call, “What you’ve done on your own, you’re great. You’re a winner already, but who do you talk to?” You have to hide a lot of your success because they just won’t understand what it is that actually motivates you. And the beauty of the partnership with John is the vast majority of our clients are in 70 or 80 different industries, so they’re not peculiar. We start off with financial services, especially life insurance. But what I notice is that all the difficulty they get into life is they’re trying to communicate with people who don’t understand them. And what we’re saying is, “Stage one, you did it on your own, you’re great by any standard whatsoever. You check all the boxes for being a successful person, but you don’t really have any way to actually check out how other people are doing this.” And so we’ve created a community, and John has created a community where people, immediately, there’s understanding. And not only that, but there’s opportunity because they’re unique in their own ways. Every one of our entrepreneurs has created a very, very unique pattern of success that if they were with 10 other people, they could learn from this. If they were with 30 other people, they would learn even more. So that’s what we’ve done. So stage two is now joining a community where everybody gets you. Louis Diamond: Interesting. And that’s the premise of the book. We don’t want to have people not buy it, but what is the greater game? What’s the game that folks are playing and pursuing and how do you make it greater? Dan Sullivan: I tell you, what I’ve always been lacking, I’m sort of intuitive like most entrepreneurs are. We’ve done about 300 times growth since we started the program. But it’s intuitive. I don’t have any research to back this up. I’m low on fact finder. I find, generally speaking, the best facts are just the facts that I make up, but at a certain point, you’d like to have some actual research to back me up. So I’ve gone as far as I can go with our company without real research. Then John comes into the picture, and now we got some real research. And I will say this, this is generally true. It’s not just a problem with me that I don’t have research. I find that entrepreneurism is one of the least researched subjects on the planet. And John comes along and he’s done all the backfill for how entrepreneurs actually perform and I’ve got research to prove it. Louis Diamond: Perfect. Yeah, John, question for you. So what is The Greater Game? And then, how do you think it relates to what financial advisors have been missing? John Bowen: One of the things that we as financial advisors all want to work with people who have already won. And there’s no better group than entrepreneurs, successful entrepreneurs. If we look at people with 25 million or more of investible assets across all households in the US, 90% are entrepreneurs. And at the 5 to 25 million of investible assets, it’s three out of four. So at CEG Worldwide, we’ve always wanted to really understand advisors. And we said we’ll partner with Dan and his passion with entrepreneurs, we’ll go ahead and study them so that we can bring insights on how we can better serve them. And the very first thing we want to do is understand, yeah, there’s very different stages that we see of entrepreneurs and we talk about the whole concept of The Greater Game. And the idea here is we wanted to identify… And I’ll share some PowerPoint slides. I know a lot of us are listening and I just want to walk through this, but Louis will have it in show notes, his team will. We really saw four areas. The first one was level one, stage one was foundation for freedom. They had ambition, the vision, but they really needed security. And Dan calls this, and I love this term, “cash confidence.” But it’s really using a financial advisor to have security. And one of the things, the last time I was on with you, Louis, we talked about there’s 59.2% of entrepreneurs who want to switch advisors because they don’t believe they have that security. And that’s kind of the foundation. And this is why you’re never going to read a more friendly financial advisor book for entrepreneurs than this because in our coaching program, we’re developing workshops and so on to bring this message out. And then the second level is where now we saw… and there were four levels. Dan and I identified 5.4% of these entrepreneurs that were just killing it and they were going through all four levels. The second level was energy for expansion. They were very motivated, they were excited about getting up and really the intellectual property, and Dan’s been one of the big leaders in this, is so much of what we know… And as I go through this too, I want every one of the advisors to think about it’s not only your entrepreneurial clients, this is for you too, is having this intellectual property, getting it out of your head so that your business is not founder-dependent or personality-dependent. You’ve got this enterprise. And then, the third level where it really took off was collaboration and multiplication. And Dan talked about the power of community and this is so big. And for advisors, the community is often working with other professionals, the accountants, the attorneys, the investment bankers. Matter of fact, when we survey, we found that 40% of the people with 25 million or more that they invest with an advisor came through an investment banker. So creating that community, teamwork, having the right team and then autonomy. Can you step away from your practice? The entrepreneurs step away 30 days, 60 days, 90 days, making that independence, moving from the founder-dependent to the enterprise. And the last level was exponential. And this is all along the way, the AI opportunities to accelerate this and augment this is really real, but the agency where the blue ocean, creating new markets, then getting the commitment and courage. And at each of these levels, we saw different entrepreneurs just really taking off. And one of the things that’s so important, Louis, for what we’re talking about today is advisors all are ready to treat stage one, the foundation for freedom, but they don’t really understand the other stages, and that’s really what entrepreneurs want. So if you want to work in this market, it’s very important for you to understand what you can do to help. The difference is often for an entrepreneur, a three to five multiplier versus 15, the level one or stage one to stage four. And this is where it gets really exciting. Louis Diamond: This would be a question for John. You found, and he’s mentioned it, that only 5.4% of entrepreneurs operate as architects versus optimizers. Can you explain the difference between those two personas? John Bowen: Well, I’m going to set up the research and let Dan really bring it home. But Dan and I came up with this framework, The Greater Game and the 10 Multipliers, and we’ve got that and we’re putting it in order and we wanted to really confirm. And everything we do is empirical research. So we reached out to 1,000 very successful entrepreneurs, 1,016. And it became very clear that the 5.4% of them were actually executing on all these levels and they were just distancing everyone else. And what we came up with, and Dan mentioned it earlier, that his book, 10x Is Easier Than 2x, but we said, what we’re seeing… and we’ve got a whole bunch, I think it’s 26 stories in the book of entrepreneurs, we’re seeing so many people blow this out that 100x is easier than 2x, and it forces a whole different mindset where if you’re optimizing, you’re kind of looking incrementally. But when you step back as an architect, big picture, wow, huge opportunity, both for entrepreneurs and advisors that are entrepreneurs to make a real big difference. This is something you’ve really coached to and had the privilege of working with thousands of entrepreneurs helping them on that journey. Dan Sullivan: Yeah. One of the things that was confusing for me, Lou, when I first started coaching, because everybody who came in to coach, you remember when you came into your first Chicago workshop, that everybody in the room was motivated. I’m not a motivational speaker. I don’t have to motivate the entrepreneurs who are in Coach. They’re already motivated. The problem is the focus of their ambition and focus. And what we discovered was that there were two types that showed up. I didn’t really understand it, but they’re what I call status-oriented entrepreneurs. And what they are when they were a kid, they didn’t have anything. Their family wasn’t at the top of the pole. When they were born, they grew up in a certain community, but there were certain people who lived in the right part of town and they had really big houses and everything about their lifestyle was way above everybody else in the lifestyle. And they saw the lack of what they had, because of the way they were born, that they were going to match it. But the matching was based in not only what the big home looks like. They’ve got other homes, they’ve got vacation homes. They belong to clubs. There’s clubs for the winners, and the losers aren’t part of those clubs, golf courses and boating clubs and everything else. And what I noticed was their motivation was simply to get to that point where they had the same sort of status. And they’re interesting for a while, but once they’ve gotten to that level of status, they’re not interesting anymore. They go on cruise control at that point and they just want to stay within that framework. But the really interesting entrepreneurs, and we really highlight them in the book, it’s just about growth. So when they get to one level, they say, “That’s great. Okay, now I’ve got a new baseline and now I want to grow even further.” And we have one story, very, very interesting. When he came into my Chicago workshop, I met him and he said, “I’ve got a big engineering company.” This is Paul VanDuyne. He’s out of the Quad City area of Iowa. And he says, “My ambition for your program is for three years, I’m just going to plan my retirement.” And I said, “Well, we’ve got some thoughts about that.” So I said, “Just do your first workshop and we’ll talk about it 90 days from now.” And he came back and he had an entirely different game plan, and he’s grown basically 250 times in his last 13 years. He’s completely transformed the industry that he’s in and he had this growth. So what we’re looking for in The Greater Game, we’re looking for those entrepreneurs who are already successful, but they don’t see any stopping point. They’ll grow to one level and then they say, “Okay, that’s the new baseline. Now I grow to another level.” Meanwhile, three years ago, what happened is the world got a new capability called AI. AI, you’re not talking 10x. If you use it properly… a lot of people are in the very early stages here, but we can see the ones who are applying it for growth. John has set up an entire research structure just to measure the people, and what are the people who are just motivated by growth? They don’t see any stopping point. They don’t see any retirement age. They’re just growing. They’re in better health now than they were when they started their ambition. One of the great breakthroughs we’re having now is the impact of AI on physical fitness and health right now. And so you have 70-year-olds now who are way more ambitious at 70 than they were at 50. So we think a whole new world is being created in front of us, but there isn’t the research to measure what the real winners of this new game are actually doing. And The Greater Game is a lot of Strategic Coach thinking tools, but it’s also the phenomenal research that John is doing, and we’re measuring exactly what are these people who just constantly grow, what are they actually doing? John Bowen: Louis, if I can jump in, I want to go back to Paul just for a second because he was going to do something classical, and Dan is also my coach and I was going to do something similar. Paul told Dan that he was going to retire at 65, and his wife. And he were going to open up a little mom-and-pop coffee shop. And the reason so many of the entrepreneurs are caught in the 2x optimization is they’re grinding it out. They’re working harder to be more successful and the desire to do that isn’t very high. That’s why you retire. On the other hand, what we found, the ones working on 100x are building platforms and ecosystems. They’re architected. And as we were writing the book, CEG grew by 58%. I’m going to give a lot of credit to the book, because as Dan and I were working on the processes, I wanted to walk all the talks. This is where the world is changing. I want everybody to think as a financial advisor, you’re being served twice, one with The Greater Game, they don’t care about a few basis points on returns. That’s table stakes. So much of the level one is taking care of the investment side, mitigating taxes, taking care of the areas, protecting the assets, some charitable planning, maybe shoot in some succession planning. I can tell you only 6% of the entrepreneurs actually feel they’re getting that from you, but that’s only level one. If you can help them from each of the stages, stage one through four, and help them create that vision, they’re going to love you to death. Because many of them want to continue in this path and create tremendous value, bigger impact, not creating legacies in the sense of enduring legacies, but active legacies. Last year, my wife and I set up a private foundation. I called it The Greater Game Foundation. I just love this so much, the difference that you can make, and I want to do it while I’m living, not while I’m gone type of thing. I think that’s one Dan and I very much share. Louis Diamond: Awesome. You wrote the book 10x Is Easier Than 2x, but now you’re claiming 100x is easier than 2x. How can that be the case? Dan Sullivan: The interesting thing, one of my points of proof on the original idea, the 10x Mind Expander, I use a lot of what the entrepreneurs have already done to prove the future. In other words, I said… You’ll remember the exercise, Lou. And I said, “I want you to pick your best number.” Everybody’s got a best number. It’s revenue, it’s net worth, whatever. And I said, “I just want you to multiply by 10.” And immediately there’s this reaction. He says, “You know how hard it was to get to just where I am 10 times?” And I said, “Well, you’ve already done 10 times. You’ve probably done 10 times twice. So let’s go back to the beginning. When were you 1/10 of where you are right now?” And they can nail it. They can tell you the year, they can tell you the month when they were 1/10 of where they were. And I said, “Let’s write the actual structure that got you from 1/10 to where you are right now.” And there’s five stages, and usually it’s an event, it’s a new relationship and all of a sudden they get a big check. And we measure, as entrepreneurs, size of check is a good scorecard. When you’re first starting, you got a $10,000 check, that was the biggest check. But about five years later, you get a $100,000 check, and all of a sudden it seems strange at breakfast, but by dinner you’ve normalized the idea, “Well, I know what it’s like to get a much bigger check, a 10 times check.” And so I have them create five growth stages that took them from where they were 1/10 to where they are right now, and I said, “Now let’s go back and talk about doing 10 times more.” And what they recognize, 80% who’ve got them 10 times the first time is going to be the same. It’s relationship, it’s having a great team, it’s having a simple approach that always works and it’s about the kind end customer. It’s not about them. It’s about who is it that you’re being a hero to in the marketplace. Because the truth is people don’t want to have a lot of relationships as they grow. They’d like to have one relationship to grow. They’d like to have an advisor who’s growing with them. But then John introduced me to the whole world of AI and I said, “We’re not talking 10 times anymore. We’re talking 100 times.” I said, “If you apply this new form of thinking, because it is an entirely new form of thinking, to what you’re doing right now, you can see that 10 times is going to happen just by doing three or four things where you’re eliminating waste, you’re eliminating things that just don’t work anymore, changing relationships, changing teamwork, changing collaborations in the marketplace.” But meanwhile, this new world of thinking is making you healthier. It’s making you more fit. So where before you thought you wouldn’t have the energy at 70, you now have more energy at 70 than you had at 50. So you’re the only one who says when it’s going to stop. I’m 82 in three weeks. We’re having this… I’m 82 and I’m way more ambitious at 82 than I was at 52. And the world is, because the world outside in terms of technological capability and access is way, way bigger in my 82nd year than it was in my 52nd year, and I love the growth. I have to tell you that the greatest point where AI is going to have the impact is going to be making money. The big titans, the Metas, the Googles, the Nvidias, what do they have in common? It’s about the money and where AI is being applied most is how you do new things with money. So that’s where the 100 times now comes from. I’ve normalized it. I said, “We’re not talking a 10x game anymore. We’re talking 100x game.” But the number on the scoreboard isn’t the issue. The scoreboard is, are you actually having fun? Louis Diamond: Yeah, we call it living your best business life. That’s our major barometer in charge. John, I don’t know if you could pull up your slides again, but I want to talk about the bridge between stage two in your pyramid to stage three. So that’s from expertise into scalable property. Can you explain how this relates to a financial advisor or an independent business owner and why this concept is so important for the valuation of a business? John Bowen: The book, it’s written for entrepreneurs, but I wanted to create some bridges while we’re together with Louis on really what’s going on for financial advisors and how you can help them. So if they’re at our stage one, Dan and my stage one of The Greater Game, and they want to go to two, they’re kind of dreaming oftentimes, and we want to help them begin creating the architectural structure. And as an advisor, this is really going to encourage everybody to read chapter two, The Greater Security. It talks about really the VFO, Virtual Family Office structure that they want, and you got to help them get financially solid, building personal wealth outside of the business, tax, estate, insurance, business structure. That’s what we all do today. Then though, if they want to move from level two to three, what we find over and over again, advisors are not equipped to do this, because what we’re taking is that founder where everything’s in its head, we’re now helping them move from just having that expertise to having scalable property. This is that codifying the process of building IP that’s transferable. And this is where the real valuation changes. Now, I’m not asking financial advisors to be the IP experts, but what the entrepreneurs want is they want somebody to help them curate and then coordinate between each of these levels. We go from three to four that the founder is indispensable, oftentimes at three. Now we want the team there to be invincible. And it’s not just the individual team as Dan was talking about. It’s the community. The collaboration is where this really takes off. The noise of AI is making it harder to market, but by partnering, particularly as financial advisors, we can very quickly have groups. One of the reasons why I’m collaborating with Dan, I want to help our financial advisors to work with entrepreneurs. Dan wants that research. So this is the natural collaboration. But they’re interested here in governance, self-managing teams. One of the things that Strategic Coach is brilliant at, the pre-transaction they want. And what we find so often is the indispensable discount. So many businesses sell, if they sell at all, they’re selling for three to five times multiplier, not advisory, but traditional businesses. Well, if you can make it to four, all of a sudden you’re now talking to 10 to 15 times multipliers. And think of it as if I’m a buyer and I’ve been involved in 50-some transactions, what happens is if the business is the guy, the gal, they’re the business, then you’re buying a very expensive job type thing. So let’s just keep a simple one. They’re having a couple million dollars of EBITDA. And let’s say the high range of that, five times EBITDA is $10 million. Well, the difference at 15 times two million is 30. Now, a few basis points I don’t really care about. I really care about capturing that difference. And because there’s a machine working without, I can buy that machine and generate that cash flow and it’s also taking advantage of the vision. And then when we get to level four, this is where most advisors make the biggest mistake is, “I’ve won. I’m at level four. I’ve got tremendous wealth.” Okay, but I’m now looking at significance. And I do want to go, “It’s not enduring legacy I’m looking for. I’m looking for active legacy. I’m looking for family governance.” Do I want to continue to build it like Dan and I’m doing at 70? I’m building the business so I can continue doing it as long as I want to do it. At the same time, and I love the impact we have and I know you do too, Louis, for the impact you have. Why not build the platform that’s going to allow you to do that as long as you want to do that? And if you don’t want to do it, let’s create the most value to transfer. When you start having conversations like that with families, entrepreneur families, it just changes, and very few advisors can do that. And that’s what we’re finding. We have a coaching company, training company, we train those things. They’re winning, quite honestly, almost 100% of the time because entrepreneurs didn’t know that was available to them. Louis Diamond: Interesting. It seems like the difference between stage two in your pyramid, to leap to stage three or four, that seems like a pretty massive pivot point for valuation for building a scalable business, having a self-managing company, et cetera. Do you find or have you seen that advisors or entrepreneurs that are in stage two themselves, they kind of pattern-match when they’re working with their own clients and kind of manage their own clients into stage two, or is it not really connected? John Bowen: I think that once you get the bigger picture and see the greater game, you can help your clients. That is a very small percentage. Remember, it was only 5.4 of when we surveyed successful entrepreneurs were actually playing the greater game, all four levels, the 10 greater multipliers. So I think what we tend to do is we get stuck on what we can do. And all the training is for level one for financial advisors. We don’t know how to guide them through the other levels. And really, the big difference from two to three, Dan and I’ve talked about this a lot, and I think Dan’s one of the biggest champions of this, is collaboration, putting together strategic partnerships. It could be with your competitors. This is for entrepreneurs, competitors, it could be various vendor partnerships. But the ability to open up markets that way when you have now put together in level two your IP, value creation’s huge. For advisors, it’s putting together partnerships with centers of influence. When we survey top financial advisors, 70% of their best clients came through COI, Centers of Influence with accountants, attorneys, investment bankers, and so on. Well, let’s do it on purpose, be successful on purpose. Louis Diamond: Dan, question for you. In all your experience working with successful financial advisors, insurance producers, probably any entrepreneur, what do you feel are the most common things that folks do unintentionally to really hurt their enterprise value even long before, or if ever, they decide to sell their business? Dan Sullivan: Yeah, I think the biggest thing is they stay entirely within their industry. One of the first questions that we ask our entrepreneurs when they come into the program and where you see it most is in the professions: lawyers, accountants, engineers, architects. I’ll say, “Well, what is it that you are?” And they’ll say, “Well, I’m a lawyer. I’m a tax lawyer.” And I said, “Are you a tax lawyer or are you an entrepreneur who has a specialty in tax law?” Okay. It makes a big difference, because if you see yourself as a tax lawyer, then you’re saying that you’re a better paid factory worker. You’re a manual laborer. But if you’re an entrepreneur, it’s a fairly recent idea in human history. There’s always been entrepreneurs, but it wasn’t until about the beginning of the 1800s that you start seeing this really different class of people in the marketplace, who, it didn’t matter how they were born, they were taking advantage of some new multiplier technology. Steam power being a great example. Around 1800, steam power came on. And anybody who had a bright vision for themselves and had the wherewithal to figure out what needs could be satisfied with a new technology, all of a sudden they became rich. They became rich. And it was very disruptive, because up until then it was based on aristocracy and you were born into wealth or you were born into poverty. There was no crossover. So what we’re saying is anybody who comes into Strategic Coach, I said, “I’m not going to tell you anything about your particular industry.” I said, “You know all the best practice people in your industry and they have workshops and they have conferences and you go to them, but they don’t know how to be entrepreneurs. You know how to create a really well-paying job, but you haven’t created a company.” A company is a totally different realm and I would say the vast majority of entrepreneurs, 95% of entrepreneurs haven’t really created a company. They’ve just created a really well-paying job which requires their presence and their attendance. I said, “You don’t get any payout for your company. If you’re the company, you need to have a structure.” I’ll give you an example. We started the company in 1989, and we’re about 270 times what our first year revenues were, and that was a great year. I was very happy for the first year, but we’re about 270 times. Along the way, what I did is I created other coaches so it wasn’t just Dan, the coach. So we have 16 other coaches. And I’ll give you a little example. In 1994, that year our company did 144 workshop days, 36 per quarter. One coach: me. Last year we did 600 workshop days and I did 12. 588 were done by other coaches. And our coaches are great. They’re clients who have coaching instincts and they do it. So about four years ago, I met one of our clients who’s an M&A specialist, and I laid out all the facts just in conversation, “This is our revenues. We have no debt. It’s repeatable income, around 70% is repeatable for one year.” I put the whole structure together. And I said, “So right off the top, I don’t have any relatives on staff.” The first thing they look for, “Any relatives working for you?” And he gave me a number. It was a big number. It was probably four times revenue for that year. He said, “We got a lot of structures.” Then something happened in the marketplace, and this is a great breakthrough that the US Patent Office sometime in the last 10 years recognized that up until about 10 years ago, to get a patent, you had to have a technological component for what you were doing. Sometime in the last 10 years, the patent bureaus decided that the internet is the technological component. So they’ve introduced education and entertainment as patentable processes. So in the last three years, we’ve gotten 82 patents. 82 patents. And these are our thinking tools, Lifetime Extender, Free Focus and Buffer Days. You know the routine that you learn in the first three days, and we’ve got 82 of them. We’re averaging about 25. I get a new patent about every two weeks. So I saw this M&A specialist, and I said, “This has happened in the last three years.” And he said, “Immediately it doubles the valuation of your company.” So what John’s saying here, as you go through the four stages, more and more you get paid for your creativity, retail, you get paid for your retail. But if you structure it, you record it, you package it, it is even greater than what you got paid for your creativity. Louis Diamond: Super interesting personal anecdote, and I appreciate you sharing that because that definitely did drive the point home for me. I see the applicability to probably any industry, but especially to any financial advisor. Dan Sullivan: Oh, yeah. Louis Diamond: The best RIA firms, the best advisors, they pretty much all start off with a cult of personality founder who’s the rainmaker. And then the practices that really grow and scale and are valuable are more platforms. That’s what private equity wants to invest in. And those are the firms that get the higher multiples. Dan Sullivan: Yeah. So the big thing is there’s a really, really great IP lawyer. He’s in our program and he’s made the breakthrough, and he’s the first IP lawyer that doesn’t charge by the hour. He charges by the patent. If the IP lawyer charges by the hour, it’s a very slow patent. If he charges by the patent, it’s a very fast patent. But the big thing, he showed a slide that in just big corporations, 1980, you took big corp, Fortune 500, the S&P 500, more than 80% of their valuation was tangible. It was property, it was real estate, it was fleets, it was equipment. Last year, more than 80% were intangibles. It was your ideas, intellectual. If you look at Elon Musk, it’s all intellectual capital. If you look at Meta, you look at anything, it’s intellectual. It’s not tangibles. So we’ve entered into that new world and AI has introduced us to that new world. It’s new processes, new structures, new approaches and it’s really interesting. It’s hard for entrepreneurs to get their idea that your creativity is actually property. Louis Diamond: It sounds like the ultimate challenge for anyone listening is translate your process, your ideas, the stuff that you’re doing by instinct as you both had said, and turn it into something patentable or something repeatable that another advisor, another executive, another owner can pick up and deploy and scale. John Bowen: We share the process in chapter four. It’s the fourth greater multiplier. And we actually share Caldwell, the attorney that Dan’s talking about, his story and the value creation. He’s now the major player in that space. And this is where we as advisors, we’re given a twofer, Dan and Louis, is that you can help your clients, but you can do this yourself too. You’ve been involved in a number of large transactions. The difference, I had a $2 billion advisory practice I sold in ’98, and we sold for 16 times earnings. And a big part of it, we were in that blue ocean. We had agents that we created and strategic process that would run without me, and it did type thing. And it continued to grow and went for about 10 fold what I sold for a number of years later. This is something that’s very real. Louis Diamond: Absolutely. I got two more questions for you guys because I know you’re both busy. For an advisor who feels like they’ve won the growth game, they grow 10, 15, 20% per year, they’re charged up, they’re on the Barron’s list, the Forbes list, they’re hitting their AUM milestones, they built an amazing team, they have a family member in the business. They have everything that anyone could want. What does the next game look like for them? What’s the next frontier once you’ve achieved all those things that from the outside looking in, seems like you have it all? What’s the next game to play? John Bowen: Well, we’re going to both say The Greater Game, but the- Dan Sullivan: Well, tell them about the dashboard, John, because the book is just part of the deal here. It gives you the landscape. There’s a great tool that comes with the book. So tell them about the dashboard. John Bowen: Really what we wanted to do is to create kind of a community just around the book. Dan and I and team built a dashboard. We were very creative on naming, thegreatergamedashboard.com. You can go in and we’re now studying every month over 500 successful entrepreneurs. We have that data in here. You’ll be able to see how you compare at each of these stages, the four stages, the 10 multipliers. And you’re going to get specific recommendations. This is for entrepreneurs. But again, you should do it. If you’re a financial advisor, you have an equity ownership, you should definitely be doing it as well. And one of the things that we see over and over again, and Louis, you probably see this a lot in the conversations. They have advisors who have already won. They don’t know what the next game is. And it’s easy to check out at that point. It’s easy to frustrate the next generation of leaders and so on. If you take the time to really see what the opportunities are and architect to realize that vision, you can create, whether it’s selling the practice, creating tremendous value there or designing a role for yourself, maybe it’s executive chairman type for that business that you can guide it with the vision and what you’ve brought and strategy. But bring that team up. That’s going to create so much value, so much impact and you can design it for the life that you want. And that’s where I get very excited. Louis Diamond: I can hear the passion in your voice. Dan, let’s finish with you. Given all of your experience working with entrepreneurs, advisors, business owners, et cetera, what’s the one move that you’ve seen the most successful entrepreneurs in your orbit make that’s changed the trajectory of their firms and their life more than anything else? Dan Sullivan: I’ll answer it in a little roundabout way. Periodically, I have a thinking tool. I said, “If everything was taken away from you as an entrepreneur and they moved you 1,000 miles away, what’s the one thing that you would take with you? It has to be portable. So what is the most portable thing that you have that you would start over again with the greatest value that you had created previously? What would it be? And then you would rebuild what you’ve already created, but you would do it much faster. What would be the one thing?” It’s an interesting thought. But in our concept, it’s called unique ability, that there’s something about you, as an individual, that first of all gave you enough confidence to become an entrepreneur because it’s risky. It’s a risky proposition. It’s guessing and betting and it’s risky business and it’s unique ability. So the starting point for all growth in Strategic Coach is that there’s something about you that’s absolutely unique. You don’t have any competitors on this and it has two qualities. One is that you’re so good at it, you don’t take it seriously. You’ve done this since you were a child and it just comes to you naturally and you don’t see the significance of it. When you’re in Coach, you start seeing the significance of it. And the second thing is you just absolutely love doing it. It’s what you love doing most of all. It comes to you naturally. You don’t even have to think about it. And then you begin to realize that anything else you’re doing as the founder and the owner of your company, probably somebody else can do. So you’re doing 20 things, but really you should be doing three things. The other 17 things still need to be done but not by you. And that’s the breakthrough. You have to simplify in order to multiply. Louis Diamond: I absolutely love that. I know when I was in Coach, that was my biggest takeaway or realization was figuring out what my unique ability was because I think the two components,

Học có phải bước lùi của sự phát triển?Năm 2010, có một thí nghiệm cực kỳ kinh điển tên là Marshmallow Challenge.Luật chơi đơn giản: cho bạn 20 que mì Ý, một cuộn dây, một cuộn băng keo, một cục marshmallow. 18 phút. Ai xây cái tháp nào đứng được, đỡ được cục marshmallow trên đỉnh, cao nhất, thắng.Tom Wujec, diễn giả TED Talk nổi tiếng, đã cho hàng ngàn người chơi: kỹ sư, kiến trúc sư, MBA, CEO, luật sư, và mấy bé mẫu giáo. Đố bạn, ai chiến thắng?Không phải những người có bằng MBA. Không phải luật sư. Hai nhóm đó là nhóm kết quả thấp nhất.  Người thắng - gây sốc cả hội trường - là mấy đứa nhỏ mẫu giáo. Mấy đứa nhỏ xây tháp cao hơn cả CEO, cao hơn luật sư, những người, (tạm gọi) là học ở bậc cao hơn.Tại sao?Vì người lớn có quy trình. Có công thức. Có "kinh nghiệm." Dân MBA dành phần lớn thời gian ngồi bàn ai sẽ là leader, vẽ kế hoạch, phân vai, thảo luận cấu trúc. Rồi 17 phút sau mới đặt cục marshmallow lên đỉnh. Sập. Hết giờ. Còn mấy đứa nhỏ thì không có công thức nào hết. Tụi nó không tranh nhau làm leader. Tụi nó bắt đầu chơi luôn. Đặt marshmallow lên trước, xây nhỏ, sập, xây lại, sập tiếp, xây lại nữa. Tới phút 18, tháp tụi nó đứng vững, vì đã được test sập rất nhiều lần rồi. Trong ngôn ngữ khởi nghiệp, tụi nhỏ đang làm điều mà MBA mất 2 năm để học: test MVP liên tục.Người lớn không thua vì kém thông minh. Người lớn thua vì có quá nhiều công thức thành công trong đầu. Công thức đó từng đúng trong một bối cảnh nào đó, một thị trường nào đó, một thời điểm nào đó. Rồi họ tưởng nó đúng mãi mãi.Tui làm kinh doanh đủ lâu để nhận ra một sự thật hú hồn:"Thứ giêt chế.t một người thành công, chính là công thức thành công của họ."Nokia có làm gì sai đâu. Họ chỉ làm đúng cái họ đã giỏi. Hết.Cá nhân tui thấy, lúc mà bản thân vỗ ngực: lúc mình nói được câu "tao có quy trình rồi, làm vậy là chắc ăn" đó cũng là lúc nguy hiểm nhất. Vì quy trình là con dao hai lưỡi. Nó cho mình tốc độ nhưng nó cũng vẽ sẵn lối mòn để mình không thấy đường nào khác.Bạn có nhận ra công thức thành công cũ của mình đang biến thành cái bẫy chưa?Tập mới Cà Phê Khởi Nghiệp cùng Tùng BT nằm trong một series hoàn toàn mới mang tên "Lãnh đạo tuổi 20", với chủ đề "Học - Bước lùi của sự phát triển" cùng Tiểu My, một bạn 22 tuổi nhưng có hơn 5 năm kinh nghiệm trong lĩnh vực khởi nghiệp, từng nhận học bổng Fulbright rồi dừng giữa chừng, hiện đang là Business Development của một tổ chức về giáo dục. Tụi tui nói về marshmallow, về lối mòn của người thành công, về sự học và về cách thoát ra khỏi cái bẫy do chính mình tạo ra. Xem ngay dưới bình luận.Coi xong thử ngẫm lại: công thức thành công nào của bạn đang bắt đầu thành cái bẫy rồi mà bạn chưa dám thừa nhận? Và nếu bạn thích series này, cho tui một comment, một tương tác phản hồi để tui có thêm xí động lực làm nhiều nội dung hay hơn, "Khởi nghiệp real Kết quả thật" nữa nhaa

Adam Boyko, PhD continues his conversation on the coefficient of inbreeding (COI). This webinar focuses on genetic diversity, and addresses the balance between breeding healthy, genetically sound dogs while conforming to the breed standard. New genomic methods have advanced the way conservation geneticists think about population genetic health and provide insights into strategies for preserving and improving genetic health in dogs.Watch the video version of this presentation here.

Neste episódio do CNA News, analisamos a nova tecnologia de gel de lactato desenvolvida por pesquisadores espanhóis como uma alternativa promissora ao gel de carboidrato tradicional. Além disso, trazemos os resultados detalhados e os recordes da Meia Maratona de Porto Alegre, os problemas de filas na entrega de kits da Expo e a polêmica declaração da dirigente Kirsty Coventry sobre o não pagamento direto a atletas olímpicos, contrastando com a iniciativa de premiação da World Athletics liderada por Sebastian Coe.Destaques do episódio- Gel de lactato: a nova fonte de energia alternativa para atletas de elite- Resultados e recordes da Meia Maratona de Porto Alegre- Reclamações sobre filas gigantescas na Expo da Maratona de Porto Alegre- Polêmica do COI sobre o pagamento direto de premiações aos atletasFORCELL - https://forcellperformance.com.br/Use o cupom CORRIDANOAR para ter um BÃO descontoNossos cupons e links - https://cnoar.run/cuponsO Corrida no Ar News é produzido diariamente e postado por volta das 6 da manhã.

! Turn On - Choon In - Zig Zag ! - ! What's Past - Is Prologue ! ! !   Callin'  ALL  The  Boom Booms  &  The Zoom Zooms   ! ! . . .   GROUND  DOWN  TO  THE  REAL UNDAGROUND   . . . * * *  GROOVIN'  BLUE   26 - 05 * * * Groovin' Blue is dedicated to Sunny "Sweet Daddy Fonk" Wong.  "S.D.F." Wong 1973 quote: "Jeez, gettin' these cassette mixtapes just right is hard work."  1.  (4:22)  WAGRadio GB 26 - 05 Intro - Produced by WAGRadio Vinyl Librarian William "Fats Is Back" Reiter (formerly CKLG-FM 96.9 Boss Jock - 'Bill Reiter - The All-Niter') 2.  (6:12)  "I Wanted Your Love" - ALI TENNANT, BRIAN POWER, RONNIE HERAL, DJ SPEN, GARY HUDGINS [SoulHouse Muse Ltd.] 2017 3.  (6:57)  "Love Is An Action (DJZigZag Vocal & Instrumental MashEdiT)" - ADEKUNIE GOLD, 6LACK [Believe UK] 2025 4.  (  :20)  WAGRadio DJZZ 'Riginal Id 5.  (3:35)  "Exercise My Love" - JOHN EDWARDS [Aware 45rpm No. AW-048] 1973 6.  (4:46)  "Find Your Way Home (DJZigZag Pt. 1)" - OCTO OCTA [T4T LUV NRG] 7.  (2:04)  "Gettin' Away" - THE TURNABOUTS [Prann Records 45rpm No. 5002] 1963 Prod. Ike & Tina Turner * The Turnabouts are Ike Turner and his band 8.  (  :20)  WAGRadio Tout Sur Moi Id 9.  (4:23)  "Change Places" - JEFFREE [Creative Outlet International Cd No. COI 5551 "Call It Love"] 1996 10.(4:37)  "The Plug (DJZig Zag Vote By Male EdiT)" - RONALD ISLEY & THE ISLEY BROTHERS [RI Top Ten] 2022 11.(  :20)  WAGRadio It Be Time Id 12.(3:12)  "WANTU2LUVME (DJZigZag 2026 EdiT)" - JEF MILES [Twelve 30 Records] 2017 13.(2:45)  "The Midnight Hour" - Jazz Is Dead Ensemble [Jazz Is Dead] * Jazz Is Dead is Ali Shaheed Muhammad & Adrian Younge  14.(4:10)  "Feel It (Feel It)" - JAZZ 2 MORE [Irma Records] 2018 15.(  :13)  WAGRadio Luv-sik 2016 Muzik Id 16.(6:01)  "Dance Toutourou)" - PAUL OLDER [Spa In Disco] 17.(  :33)  WAGRadio Jabba Workee Id 18.(3:24)  "I'll Be Your Puppet" - JOHN EDWARDS [Aware 45rpm No. AW-045] 1974 Prod. Floyd Smith * writer: Sam Dees  19.(  :17)  WAGRadio Simpul Id 20.(3:54)  "That's It" - SAINTE FRANCIS, LARRY PEACE [Sanctified Records] 21.(4:42)  "Front Foot (DJZigZag Dr. Hahn's Corn Dogg EdiT)" - ALBOE [TuneCore] 22.(1:58)  "I'm A Fool For You" - JAMES CARR [Goldwax 45rpm No. 328] 1967 Prod. Quinton M. Claunch & Rudolph Russell  23.(4:26)  "Bombo Papi (DJZigZag 2026 EdiT)" - JAMES BRADSHAW, ANDY REID, SAVISTA [Phoenix Music] Canada 24.(  :14)  WAGRadio Music segue 2012 No. 41-04 25.(5:40)  "Sonny Light" - JACK DeJOHNETTE [eOne Cd No. EOM-Cd-2403] 2012 - Esperanza Spalding (bs), Lionel Loueke (gtr), Tim Ries (sx), Ambrose Akinmusire (tpt), Jack DeJohnette (dm, pn), Jason Moran (pn) Prod. Robert Sadin 26.(  :07)  Nu GB End 79:57

With Rafael Loureiro, Co-Founder & Chief Executive Officer, Wealth.com Rafael Loureiro on why estate planning is shifting from a static legal exercise to an AI-powered, advisor-led planning process. In Summary Estate planning has traditionally operated outside the core advisor workflow—handled through attorneys, revisited infrequently, and often disconnected from the broader client relationship. Louis speaks with Rafael Loureiro, Co-Founder and CEO of Wealth.com, about how AI is beginning to change that model. The conversation explores how advisors can use tools like Ester to surface planning gaps, stay ahead of client changes, and deliver a more continuous planning experience. For advisors, the broader implication is strategic: as investment management becomes increasingly commoditized, integrated planning and ongoing coordination may become a far more meaningful differentiator. The Storyline Most advisors already discuss estate planning with clients. The challenge is what happens next. In many cases, the process still moves outside the advisor relationship: clients are referred to an attorney, documents are created, and the estate plan becomes something revisited only after a major life event or liquidity event forces an update. Louis and Rafael explore why that structure is starting to break down. Rafael's own estate planning experience following the sale of Emailage to LexisNexis exposed how fragmented the process could feel, even for highly engaged clients working with sophisticated advisors. That experience ultimately became the foundation for Wealth.com and its AI-powered planning platform, Ester. The discussion focuses less on AI as a headline topic and more on how it changes advisor workflow in practice—from document interpretation and planning summaries to surfacing next actions and helping advisors stay proactively engaged as client circumstances evolve. For advisors thinking about the future of planning, the conversation raises a larger question: if financial planning itself becomes increasingly standardized, where does the next layer of differentiation come from? Topics Covered Continuous estate planning AI-powered advisor workflows com and Ester Advisor-led estate planning Family office-style client service Trust and estate attorney collaboration Estate planning for mass affluent clients AI agents in wealth management Dynasty Financial Partners integration Advisor differentiation beyond investment management > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Rafael decide to build Wealth.com? (06:04) Rafael explains how his own estate planning experience after a liquidity event exposed major disconnects between advisors, attorneys, and clients. Why did Wealth.com choose an advisor-led model instead of direct-to-consumer? (14:28) The platform was designed around the belief that advisors (not marketing campaigns) are best positioned to initiate estate planning conversations with clients. What does “continuous estate planning” actually mean? (20:13) Rafael describes a system where client life changes, tax events, and asset activity can trigger proactive advisor engagement rather than periodic document reviews. How does Ester move beyond document summarization? (32:30) The platform now identifies planning opportunities, prepares tasks and reports, and increasingly helps advisors automate portions of the planning workflow. Why are enterprise firms and large banks adopting platforms like Wealth.com? (24:57) Many firms were already producing estate planning summaries manually for ultra-high-net-worth clients. AI allows those capabilities to scale much more efficiently. How should advisors think about the role of trust and estate attorneys going forward? (26:50) Rafael argues that AI enhances – not replaces – the attorney relationship by improving efficiency and reserving more sophisticated matters for specialized legal expertise. What may differentiate advisory firms as planning becomes more commoditized? (38:02) The discussion points toward responsiveness, coordination, personalization, and deeper client integration as the next major competitive layer for advisors. Key Takeaways Rafael believes estate planning is shifting from a one-time legal exercise to a continuous planning process supported by AI and advisor engagement. Wealth.com was intentionally built as an advisor-first platform rather than a direct-to-consumer business. Ester's AI capabilities now extend beyond summarization into identifying planning gaps, surfacing opportunities, and preparing advisor workflows. Many firms are using estate planning as a way to deepen relationships and expand into more family-office-style service models. AI may allow advisors to serve more clients while maintaining a higher level of personalization and responsiveness. Trust and estate attorneys remain critical for complex situations, but AI can improve efficiency and help clients arrive better prepared. Advisors who fail to expand beyond investment management risk competing in an increasingly commoditized landscape. https://youtu.be/BDI6XbEz_4E Quotable Moments “When AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task.” “Investment management is becoming table stakes. Financial planning is becoming table stakes.” “Why does it have to be that way? Now with AI, why can we not have continuous estate planning?” “It is the intangibles.” “My goal is to empower the advisor.” Related Resources Human Intelligence in the Age of AI: Why Recruiters Still MatterArtificial intelligence can analyze firms and deals. It can't replace the insight and advocacy that help advisors make the right move. The Future of Prospecting: How AI Is Powering the Next Era of Advisor GrowthFINNY Co-Founder Eden Ovadia shares how AI is transforming advisor prospecting: automating outreach, matching advisors with ideal clients, and freeing time for deeper human connection. A forward-looking conversation on what growth will look like in the next era of wealth management. Rafael LoureiroCo-Founder and CEO Rafael Loureiro is a technology entrepreneur and product-focused executive with more than 20 years of experience across startups, growth-stage companies, and Fortune 500 organizations. He is Co-Founder and CEO of Wealth.com, a leading estate and tax planning platform powered by proprietary AI and purpose-built for financial institutions. Under his leadership, Wealth.com has expanded into a comprehensive planning platform, embedding deterministic AI to deliver precise, auditable outcomes across estate and tax workflows. Prior to founding Wealth.com, Rafael served as Chief Technology Officer at Emailage, a global fraud prevention SaaS company acquired by RELX in 2020. He is a member of the Forbes Finance Council and has been recognized across the industry, including CEO of the Year honors and Forbes' Top AI Founders to Watch. Originally from France and raised in Brazil, Rafael now resides with his family in the Phoenix metro area. 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… Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com A conversation with Louis Diamond and Rafael Loureiro, Co-Founder & Chief Executive Officer at Wealth.com. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com. It’s a conversation with Rafael Loureiro, the firm’s Co-Founder & Chief Executive Officer. 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 wire house, 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: In the wealth management world, estate planning has largely lived in a separate lane. It’s a topic advisors may raise with clients then hand off to an attorney and eventually a set of documents come back, filed away, rarely revisited, and often disconnected from the rest of the planning process. That structure has been in place for a long time and for the most part, it’s gotten unquestioned, but when you step back, it creates a gap between what do clients expect from their advisor and what actually gets delivered when it comes to estate planning. Rafael Loureiro, co-founder and CEO of Wealth.com, ran straight into the gap after a planning event of his own which should have been a coordinated process, felt fragmented, manual, and surprisingly opaque. And likewise, I recall the same type of disjointed experience in my own estate planning process. It’s experiences like these that became the starting point for building Wealth.com. What makes this story interesting isn’t just that they’re using AI but how they’re using it inside the estate planning process, and it’s how AI allows the model itself to change from a one-time legal event to something that evolves alongside the client, from static documents to a system that can actually interpret, update, and surface what matters, from a disconnected handoff to something the advisor can actively lead. In my conversation with Rafael, we get into how that plays out in practice, how tools like Ester move from summarizing estate documents to identifying gaps, to prompting next steps, and eventually preparing action on behalf of the advisor, because when AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task and starts to look more like a continuous part of the advice process. So let’s dive in. Rafael, thank you for coming on our show today. Rafael Loureiro: My pleasure, Louis. Thank you for having me here. Louis Diamond: Of course. Let’s jump in and in researching you and speaking to you in the past, I got to admit, you had a very different path into the wealth management industry probably than anyone I’ve ever interviewed. So can you walk us through your background briefly and early professional endeavors? Rafael Loureiro: Absolutely. The accent that you hear is Brazilian. So I’ve been in the US for 25 years. I’m a software engineer by trade, came here as a HMB, been involved with different companies over the years and then most recently before Wealth.com. I was a chief technology officer with a fraud prevention company, nothing to do with wealth management, but by selling that company, it’s how the Wealth.com story started. Louis Diamond: Perfect. And I was referring to also some of your early career endeavors even before founding your last company, if you’re comfortable sharing that. Rafael Loureiro: Yeah, absolutely. I’ve been involved with four different startups in different spaces. One of them was in, if you remember all the way back to 2008, the real estate prices, the first startup with foreclosures. So when houses went into foreclosures, me and my partner, we created a system to index that. I also had work on a photo album company. It became a lifetime business. It’s still running. I was the CTO and I did my share of consulting. I used to work for Accenture, Avanade, and then a home builder Fortune 500 companies. So I have a ton of experience in the technology space before Wealth.com. Louis Diamond: Perfect. And you mentioned the last business that you started that I believe sold to LexisNexis. Can you walk through what that business was? Rafael Loureiro: Yeah. So I did not start the business. I joined the business before Series A. The person that started the business, Rei Carvalho, he’s actually Wealth.com chairman. So the team is still together. The US, San Francisco, New York, offices in Sydney, Singapore, London. We serve clients like Coinbase, grew very fast and then got acquired by LexisNexis in 2020 during peak COVID. Think about, we literally signed the documents, popped the champagne on March 2020. No vaccine. Louis Diamond: Oh, my God. Rafael Loureiro: We literally popped the champagne and we all went back home to work from home because that was the guy that’s from LexisNexis. Through that experience, selling a company, one thing you usually do, it’s a big liquidity event and estate planning is always related to big moments. You get married, someone in your family die, you have a new kid, you have a liquidated event. So I work with a financial advisor. They’re amazing. They helped me with financial planning, wealth management, saved me a lot of money insurance. But when it was time to do the estate planning, Louis, my experience was, “Hey, Rafael, we always work with this lawyer, go talk to the lawyer.” And then it was a completely broken process. First, because it was COVID and I had to go see the lawyer face-to-face. That was weird right there. Second, because I was expecting the lawyer to know everything about me because my advisor knows everything about me, know about my life situation, know about liquid event, know about my kids, rental houses, everything and then the engineer. I know what I told the lawyer, but do I know for sure that everything I told the lawyer end up in the document? No, I don’t. Long story short, otherwise it is a long story, we’re having a virtual coffee. I don’t know if you remember everyone, big beard, long hair, everyone working from home, and then somehow all the Emailage C-level team and founders, the co-founders, we start complaining about state plan. Even another example, my chairman, the Wealth.com chairman, Emailage CEO, Rei Carvalho, he was like, “Hey, Rafael, I’m done with the summer heat in Arizona. I’m moving to Denver. I’m going for cooler weathers.” Literally the moment he moved to Denver, he gets a call from his estate planning lawyer, welcome him to Denver and saying, “Hey, we need to update your documents. “But I just spent thousands of dollars creating my documents.” “Yeah, but you live in a new state, you have to optimize your documents.” At that moment, Louis, we’re like, “Where there’s a problem, there is an opportunity,” and the company was born. Louis Diamond: I find the best company origin stories, it’s you have that, you have a personal experience or a moment where you have a realization that there’s a problem that you have that others might have as well, so let’s create a business around solving this problem. It was legitimately at that point, it wasn’t a long burn, we’re going to research, we’re really going to think about this, it was just all of the core team that was fortunate enough to have a big liquidity event were complaining and commiserating about a similar problem on estate planning and then that launched into, let’s build a company, let’s build a platform, a product to solve this problem? Rafael Loureiro: Yes and no. We saw the opportunity. We had just finished selling a company. It takes a lot from you and your family to create a company and to sell a company. Before we started a new company, we said, “Hey, look, we feel like there is something here, but let’s do the proper groundwork, make sure that the market is right, that there is a need that it’s not only us complaining about these.” I’m going to say that we spend a good three month, we have vision document together, doing a market research and then we got excited. Literally my wife who was not super excited in the beginning said, “You guys just sold a company. You’ve been racing 100 miles an hour for the last seven, eight years and you guys going to do this again.” But I love it. It’s part of my DNA. I love the challenge. I love to build and it is a big problem. When you look at the US market, 67% of the population don’t have estate planning. You have to ask yourself, why? Is that because it costs too much money? Is that because people don’t know enough about estate planning that they don’t do it? Is that because people don’t have to think about that? So the opportunity is there. We did the groundwork. We got the team together, at least some of our eight players. We went to Altus Capital, that’s the same venture firm that led the Emailage series B and we said, “Look, we have a vision, we have a team and we believe the market is ready for it. There is no dominant player and it is blue ocean.” And then they gave us the initial funding, them and my chairman, and then we went from having an idea to launching the product in May 2022. Louis Diamond: Wow, that’s amazing. Before we dive into the rapid growth and what the platform looks like, et cetera, can you just give us a quick overview of what Wealth.com looks like today? Who are you serving? Who are you selling to and where does it fit into an advisor’s value proposition or their advice stack, if you will? Rafael Loureiro: Absolutely. So Wealth.com we empower financial advisors to provide a family office experience to their clients starting with estate planning and tax planning. What I’m trying to solve, Louis, is my situation. I want my financial advisor to be the hub of my needs. So if the need is financial planning, wealth management, insurance, estate planning, tax planning, I need my financial advisor to be aware of all these verticals, right? Because I know if something happens to one of us, my financial advisor is my person. He or she’s going to get my call from my wife and say, “Hey, am I all right?” I want to empower the financial advisor with all the tools to provide that family office experience to their client. So that’s first, we started by providing doc migration. So think of this, you are mass affluent client, between half a million dollars all the way to 10 million dollars. You don’t have your revocable trust, your will, your power of attorney, your advanced healthcare directive, your guardianship documents. We do that. We create those documents. You go to the workflow on the Wealth.com platform if you have an advisor, I need to make that clear, we’re not direct to consumer business. You have to have an advisor. So you go to that workflow and at the end of the workflow, you get the documents. Those are legally optimized, all the documents. The document you get in California is going to be completely different from the document you get in New York, from the document you get in Florida. I just want to make that point clear. What we noticed, Louis, working with these advisors is if you look at the average advisor, if you look at his or her book of business, 80% is mass affluent. So think lawyers, doctors, firemen, 20% high net worth. Usually the high net worth clients, ultra-high network clients, they already have the documents. They already paid $20,000 to have those documents draft and we were not doing anything for them. So in 2022, we had that light bulb moment even before LLMs. OpenAI launched in 2022, we actually used the Bertha model before OpenAI, but I know I’m digressing. Let me get back here. So I was not doing anything for these high net worth, ultra-high net worth clients. So we had this idea, what if we use AI to read their existing plans, all their grants, LATs, all this sophisticated irrevocable trust, connect to all their assets and then provide a summary of everything they have in place? So that was the idea in 2022. Can we do it? And we did it and that became Ester and that became our family office experience. So just to summarize, we help the advisor clients regardless where they fall in the wealthy spectrum. They don’t have the estate planning documents, we create them. If they already have the estate planning documents, we use AI to read this documents, summarize them and provide insight and observations. “Hey, here are ways that you can optimize these documents.” That’s what we do. Louis Diamond: It’s so valuable. I wish I met you a month ago because I went through a very expensive estate planning exercise with an estate planning attorney and my own personal experience is exactly the same that you had. It’s expensive. I have no idea what I was signing. It was a long questionnaire and it wasn’t driven necessarily by my advisor. They gave me the idea to get updated estate plans, but it was a disconnected process. So this makes a ton of sense. I think let’s pull on the thread of being a direct to advisor company rather than trying to pull an end around the advisor and going directly to a consumer. Why was that an important design decision for you? Because I would assume the total adjustable market might be a little bit bigger if you’re going direct to a retail client that may or may not have an advisor versus going directly to a business, an RIA, a wealth management firm, et cetera. Rafael Loureiro: Yeah. What we notice working within these spaces, something triggers you to do your estate planning. I’m not going to ask why you decide to do yours now, but usually it’s related to death in the family, a kid going to college, you buy a new house, you have a new baby, you’re getting married, you get a divorce. Direct to consumer, you have to find the client at that moment for them to consider estate planning as an important thing to do. There’s actually surveys. I think Fidelity put a survey out, that says family is the main reason why people do estate planning. And the second reason is the advisor. So if you work with a financial advisor, most likely he or she’s going to make you do your estate planning. So we did not want to be on the direct to consumer place spending millions and millions of dollars in marketing. We’d rather spend millions and millions of dollars in AI and technology and serve the advisor and empower the advisor to have this conversation and go to you and say, “Hey, Louis, how is it possible that you don’t have your estate planning document? Let’s do this now.” And I know this is uncomfortable. There’s another survey that came out recently saying that some of the advisors don’t want to talk about that. It’s still a hard subject to approach, but we have to have this conversation. Louis Diamond: I would say it almost sounds like an advisor not wanting to talk about their fees. Let’s not talk about that because it’s uncomfortable and no one wants to hear about it. Rafael Loureiro: Oh, you have to have it because they saw a huge lack of education. For example, one thing that we come across all the time, and I know it’s minor, is kids going to college. “Oh yeah, my daughter’s going to college. I don’t have to do anything.” Yeah, you do. She needs an advanced healthcare directive because if you don’t have one and something happens to her, you cannot just go to the hospital and ask for information. They won’t give it to you. We need to educate our clients. We need to do a better job. And I think advisors play that role and we want to empower them to talk about estate planning and tax planning. Louis Diamond: It makes sense. It’s a brilliant strategy because instead of advisors selling against Wealth.com as like, “I can do better and I have a estate planning guy I can refer you to,” it’s you’re working alongside them and you rely upon the advisor to provide the education to be the trigger moment. And I know again, from personal experience, if my advisor didn’t suggest that I should update my estate planning documents because I moved states, I wouldn’t have done it. It’s not like a fun thing to do. It’s an expense, et cetera. So that makes a ton of sense. You’re partnering with the hub or the influencers, if you will, of who’s driving estate planning in this country. It’s a great strategy. Rafael Loureiro: And you said something very important and I want to highlight, the world is very different after COVID. Before COVID, some of these advisors, all their clients were in the same city. I had one estate planning lawyer to help my clients, right? But now with after COVID or during COVID, people moved. “Oh yeah, I’m not living in a farm. Oh, I moved to Montana. Montana is beautiful. I saw Landman or Yellowstone. Now I’m leaving Montana. Landman is in Texas.” How? Now you don’t have estate planning lawyer in Texas. You don’t have estate planning lawyer in Montana. With the right partnership with Wealth.com, now you can serve all your clients regardless where they are in the US because we are present in every jurisdiction and we have lawyers in every jurisdiction. So we empower you to serve clients regardless where they are in the US. Louis Diamond: Very cool. And how about the pricing model? You don’t have to say what it costs, but is it one license that a firm is buying on behalf of their entire client base or is there an incremental cost for each client? And I’m throwing a lot at you. And then third part of the question is, are you seeing advisors charge directly for the Wealth.com estate planning output or are folks wrapping it into their fee as just a value added service as part of their planning and comprehensive wealth management process? Rafael Loureiro: Very good question. My goal, our goal, has always been we want to make estate planning available, democratized estate planning, make it more accessible to the population. So the way we charge is we charge the advisor annual recurring fee. We do not charge per document. I want you to provide estate planning to all your clients. That’s our goal. I don’t want you to think, oh, but that’s going to cost me money. No, all your clients set them all up with estate planning. Are they charging? It depends. So the way I’m going to say this is, I’m going to say that 60% of my advisors are charging not for the documents because they’re not lawyers, they’re charging to help educate you on estate planning. You as a client, you have to go to the process yourself to get the documents. So that’s where an advisor would send an invitation to Wealth.com. You and your wife or your partner, you’re going to go to the workflow and you’re going to get the document at the end. But the advisor is going to set up a call with you, the advisor is going to help you collect the documents. The advisor is going to educate you why estate planning is important. And some of them are charging for this. Some of our advisors, more on the high net worth, alternate high net worth space, you already charge a very good fee to provide your service so they probably provide Ester output, I should say, as a value added service. It depends on the use case. Louis Diamond: Makes sense. So I’ve heard you talk in interviews about a major gap in estate planning between client expectations and what a client is expecting, hoping to get with estate planning, especially when it comes to interacting with their financial advisor and what is actually fundamentally delivered by advisors. So I’m curious, why is there a gap and why do you think that gap has existed for so long? Is it as simple as people don’t like talking about death and it’s expensive or is there a deeper answer? Rafael Loureiro: I think it’s all of the above and your experience is amazing. You pretty much, you are the typical client. You took long to do it. It costs you a lot of money. You’re now like, next time you have to do an update, you’re going to wait five to 10 years to do it because we spend thousands of dollars to get it updated. Why does it have to be like that? And now with AI, and that’s what I think is going to change a lot in the next five years, is why can we not have continuous estate planning? What I mean by that is work with your advisor. I have connection to all your assets. I have connection to CRM. I have connection to your bank account. If you give me access, I don’t need password, but you can actually connect all your assets, I have connection to the portfolio management platform. So as you live your life, as you get married, as you buy a property… You finally decide to buy a property in Tahoe, I get these pings and then I can empower your advisors to say, “Hey, go talk to Louis and say, hey, it’s time to update your estate plan.” Or a rental property outside your home state in California, you need to update your… Or he has just crossed a tax threshold or he just got married or he just had a new beneficiary. My goal is to empower the financial advisor to provide more and more value to this relationship. I’m not trying to replace the financial advisor, but I’m trying to empower him or her to give you more value so him or her becomes more critical for your relationship. Why people haven’t done estate planning I think is a lack of education, is the fear of the cost. “Oh, I have to talk to a lawyer. Oh my gosh, that’s going to cost me $5,000.” I want to make this easier. I want to make this simple. I want to empower the advisor to demystify estate planning and tax planning, make it more accessible, bring the estate planning more to the middle. What I mean by that is why is this estate planning exclusive to the high net worth, ultra-high net worth? Because in that space, 90% of the people have estate planning, 90% of the people. It’s the fear of the cost, I think, and then people don’t want to think about that. Louis Diamond: Yeah. I think that’s exactly right. Yeah. It very much sounds like it’s a win-win. It’s like a next best action type event where you’re giving an advisor on a silver platter a way to add value, which is what I think every advisor wants to do and then it’s a massive value add to the end client. My guess is you don’t have much friction in delivering those sorts of insights to advisors that they can then deliver to their clients. Rafael Loureiro: I would say if you’re not doing it, there is a big risk. You’re going to lose your clients to people that are doing it and they are providing the family office experience. Yeah. Louis Diamond: Yeah. What about the competitive landscape for Wealth.com, whether it’s other FinTechs that are attempting to do something in the space or even just the legacy advisor, the estate planning attorney in town or an advisor’s preferred T&E attorney. How do you think about the competitive landscape in the trust and estate world today? Rafael Loureiro: There are competitors. From day zero when we came in, there were competitors. I don’t see an incumbent. I think now we have became the incumbent. I think there is a segment of the market, just to paint a picture, one third of the advisors are going to retire in the next 10 years. So there is a segment in the market where to your point, they already work with a estate planning lawyer. That’s not a bad thing. They’re like, “Oh yeah, I get leads from this lawyer. My clients are all located in my neighborhood. I don’t need to provide out of state estate planning,” then we’re not going to get there.” But at the same time, if you look at our growth, we’ve been growing and that’s why we just raised a series B, our growth is out there to prove it, we’ve been tripling the company size every year. There’s a need, there’s a demand. Financial advisors are waking up. They are in a very competitive market. They need to provide more to the clients because I feel like investment management, it is becoming table stakes. Financial planning, it is table stakes. So what else can I offer my clients? And that’s why you see some advisory firms offering BillPay. I file your taxes. I’ll get your estate planning done. You got to differentiate yourself. We’re seeing the need. If you look at our penetration, we have now 2,000 firms on the platform and the firms go from independent, a small SMB advisor with one or two advisors in the office, all the way to the top three, three out of the top five banks in the US. We are there, right? Louis Diamond: Wow. It’s interesting. Let’s talk about that. So on the bank side, it’s typically not a segment that is ripe for technological disruption or external tools like this to come in and make a dent. How are banks and very large platforms thinking about Wealth.com? Is it a similar kind of buying journey or decision that an individual RIA or an individual advisor would make or is it a little bit different? Rafael Loureiro: It’s a little bit different. So without mentioning names, these banks, some of these banks that work with high net worth, ultra-high net worth clients, they were providing this summary report that Ester put together, they were, before Esther, but it was taking them 30 to 50 hours. All human labor to put one together, Excel, Visa, PowerPoint, 30 to 50 hours. Even to these very expensive, very wealthy clients, they were only doing once a year. “Hey, here’s your report.” “Oh yeah, but I just sold the house in St. Barts. Can I get a new update?” “No. Next year you’re going to get the update.” I’m not even kidding. It was serious. So they were doing the work, but it was all labor-intensive. Now with Wealth, a much better output, I should say, it’s take minutes. And instead of only reserving these to the very, very wealthy clients, now they can go downstream and offer this to their mass affluent clients and then high net worth clients. They’re all seeing the need. They’re all waking up because they were doing the work, but it was all labor-intensive, like I said, all manual before and they want to automate. Louis Diamond: Very interesting. I definitely want to spend some time talking about Ester. You mentioned it a few times, but before that, I’d say two very real strategic areas that a firm might take on when it comes to estate planning. The first one is a lot of very successful advisors, they cultivate amazing COI referral relationships with attorneys and usually the attorneys are T&E attorneys for obvious reasons. Have you gotten pushback or have you seen that because of Wealth.com, these advisors now are referring less business to these high-powered trust and estates attorneys and then they’re not able to grow their business as much in return. That’s one question if you can weigh in. Rafael Loureiro: I have not heard that. And just to clarify, I think with Wealth, having Wealth as part of your tool framework, you’re going to be able to serve more clients and still leverage your trust estate attorney. And I’ll explain how. For example, we know how to stay our lane. So let’s say you go into the workflow and as part of the workflow, you say, “Hey, I have a special needs child.” At that moment we say, “Stop. Let me put you in touch with a lawyer.” You can decide to use your own lawyer or you can use one of in our network. We have lawyers in every jurisdiction, but it’s up to you. We focus on the revocable trusts and the wealth. If your client requires something more sophisticated, you can still use Wealth.com to map out the client’s situation using Ester. You’re going to be able to see everything they have in place at that moment and then use your relationship, your trust and estate lawyer to make the document update. So I think what we are doing is reserving the most complex case for the trust and estate lawyer if a document needs update, but I don’t think you are breaking that relationship. That relationship will stay there and you’re still going to have that lead exchange, but I don’t have any numbers to answer your question. Louis Diamond: I think that makes sense. It’s not like with Wealth.com, at least not yet. It’s not like there isn’t a role for a T&E attorney and especially for more complex esoteric type situations, an advisor could still refer some of their relationships to a T&E attorney, but they’ll come armed with better information. And also with more clients getting involved with estate planning, there’s also conceivably more opportunities that they can refer out to an estate planning attorney in turn. Rafael Loureiro: Can I use that? You did a much better job than I did. Exactly. Exactly what you said. The difference is now your advisor, your clients are going to be much better informed, that they know exactly what they need from the lawyer. So yeah, 100%. Louis Diamond: Perfect. And then the other one, which is I’d say less commonplace, but it’s a trend. The trend, and you hit on it, that as investments are becoming commoditized or not as differentiated, advisors are being called on to offer more and more services, whether it’s tax preparation in-house or bill pay or picking up clients’ dry cleaning, et cetera. But I think a big area that I’ve seen firms invest in is an in -house trust and estate attorney. Do you think Wealth.com is taking some of the sizzle out of that in-house service or is it just different? Is it two different use cases? Rafael Loureiro: It’s two different uses cases and we actually sell to that use case where if you have your trust estate attorneys in-house, we actually leverage them and they become users on the platform. Going back to my previous answer, now with Wealth.com, you’re going to be able to serve more clients with estate planning. You can actually route some of the use cases back to your trust estate team through Wealth.com. They do whatever they have to do and then you’re able to serve more clients. An example, trust and estate lawyers, they had to read the documents before Wealth.com. They would spend countless hours reading a hundred-page documents. Now with Esther, we do the summarization. We show your trust estate team where all the information was extracted. So instead of reading one document per hour, you’re going to be able to read three documents per hour and visualize the client estate plan and be able to optimize it because we’ve provided insights and suggestions and then the trust and estate lawyer can provide their own and say, “Hey, no, I agree with this one,” or “I think we should also do this.” I think you’re going to optimize the use of your trust estate team. You’re not going to get rid of them. No. Louis Diamond: It’s more so you’re automating the high value differentiated work. It also kind of sounds like, I don’t know when eMoney or MoneyGuidePro came into the mainstream, but it’s almost a difference between a paraplanner for a firm, manually creating pie charts in Excel and PowerPoint and analyzing a bunch of stuff and then eMoney and MoneyGuidePro and NaviPlan and all these companies come about and all of a sudden a lot of the work is automated. And it’s not like a paraplanner is out of work. They just become the experts, the users of the platform and they can allocate their attention to higher value, more bespoke work rather than we’ll say more of the factory kind of below the line things that was taking up a lot of their time. Rafael Loureiro: Absolutely. I like to use the analogy of the shoemaker. In the past, the shoemaker would make one shoe. It would be a beautiful shoe, but he would make one shoe a week or every two days. Now you have specialized agents. All that agent does is read estate planning documents. All that agent does is enriching the documents with insight and observations and looking to all the legal law changes that happened recently. So now you’re able to still make the same high quality shoe, but just at a higher volume. And you have a lot of dedicated workers doing one thing and doing one thing extremely well. So my goal is to empower the shoemaker. My goal is to empower the advisor and with a thousand analysts, a thousand paraplanners. So just making my job more efficient. Louis Diamond: I love it. You fit in Ester a good bit. It seems fairly clear what Ester’s doing. Sounds like an amazing value add. Just given the pace of AI innovation and I don’t think anyone knows where it’s going, but what are you most excited about Ester being able to do either now or in the future and what’s the vision if you can project out a year, which seems like an eternity in AI time, what’s on the dream board for what Ester’s going to be able to do for your Wealth.com clients? Rafael Loureiro: As a technologist, I love this question. I see AI in three distinct phases. You had the first phase of Ester in 2022, 2023 when we launched, which was summaries. It was amazing summarizing data. Some of these clients, Louis, think about this, some of these clients, they have 13 documents in place. They had every type of irrevocable trust you can imagine plus a revocable trust in place. They had very complicated assets, very complex assets. So Ester was amazing in summarizing. That was phase number one. Phase number two is now being able to augment. You read the data, you see an opportunity and you create a task that’s right there in front of the advisor saying, “Hey, I think you should reach out to this client and include this report with some of these observations. Click this button if you agree.” You still involve the advisor, the human is still in the loop. And that’s what we are with Ester right now. We do that. We assess the data, we see the opportunity, we involve the advisor, advisor get involved and say, “Yes, let’s do this,” and click a button, an email is triggered, our report is attached. Here we go. The third phase and that’s coming next and very soon is now you have an agent acting on the behalf of the advisor. I still want to make sure, and I want to make this very clear, I don’t want to get myself in trouble, the devices always evolve, but you have all these specific agents, that’s tax planning agent, that’s the estate planning agent, work independently, connected to the world, extremely well-trained with thousands and thousands of documents that we’ve seen over the years, finding opportunities, creating the tasks, creating the emails, creating the report, having everything ready to go, just waiting for the advisor to say, “Do it.” And we do this enough to the point where the advisor is going to say, “All right, you don’t need my permission anymore to do this specific task. Go.” You connect to the IRS, you download the text transcript, you crunch to this data, you create a report and it’s ready to go. The other thing too is I want to be able, my goal in the next year, a year and a half, is I want to continue estate planning. Up to this point, estate planning has been exactly like you described. You go to a lawyer, you pay thousands and thousands of dollars and those documents start collecting dust in a shelf somewhere while you live your life. And being from this space, that’s not how it works. There is new legislation being passed OBBA became like you crossed tax threshold, you have liquidated events, you get married, you get divorced, you buy real estate property, so on and so forth and that document is already stale. Why does it have to be that way? Now with AI, now with the technology we have in place, it won’t be. I promise you. Louis Diamond: Very cool. That’s exciting. That sounds like the perfect evolution of AI from summary, just here’s something you can read quickly to suggesting action, to then taking action. It does seem like the flow that it’s been and I’m sure there’s 15 other flows from here that we don’t even know yet. Or you probably do because you’re in this, but for me, I can’t even imagine what phase four and five are going to look like for you. Rafael Loureiro: Yes, it’s exciting. Louis Diamond: Definitely is. I saw, when I was doing some research for this that Wealth.com announced a fairly major strategic partnership with Dynasty Financial Partners, embedding Ester into their Dynasty desktop. What do you think this partnership says about where the business is going and how do you expect advisors to really take advantage of this in practice? Rafael Loureiro: It was a new development. We’re super excited about the Dynasty Financial Partnership. Before, if you look at before this partnership, we would have to empower advisor one by one with a Wealth.com license. With this partnership with Dynasty, every advisor in the Dynasty family or using the Dynasty desktop is going to be able to use Ester. So they’re going to be furnished with an AI intelligence that they can ask any estate planning questions, they can get tax planning questions answered. They’re going to be able to upload their clients’ estate planning documents and get a summary with opportunities, with everything that they can do for those estate planning documents. I think it fits perfectly well for enterprise IRAs, wire houses, this solution. Instead of doing one by one, you can actually have AI for all your advisors at once answering their most basic questions and taking action. That’s literally like the agents I was trying to describe. So that’s just the first step in that direction and we’re super excited about this. Louis Diamond: Very cool. Let me ask you another one. So you said earlier that as investment management becomes more commoditized that advisors not only have to offer more services and provide more value, but they also have to differentiate from the advisor or the firm across the street to provide more family office services, if you will. But let’s say, and this will be great for you, Wealth.com becomes like air that everyone’s breathing. It almost becomes like financial planning tool, e-Money. It’s commonplace. Now it’s commoditized across the space, it’s not a differentiator anymore to offer financial planning. As Wealth.com expands more firms work with the platform, what do you think is the next layer or next level of differentiation that your clients then can point to if it’s no longer maybe a couple of years from now that we use Wealth.com that we help with estate planning? Rafael Loureiro: Wow, that’s an interesting one, and approach my wife and bring ideas and suggestions. For me, if I can make that happen where the financial advisor is helping with my taxes, so when it’s tax time, we just have to have a one-hour meeting and we’re ready to click a button and have everything done, that can help me with BillPay. And think about like high net worth and ultra-high net worth people where it becomes extremely complicated to do BillPay properly because you have to pay from the right account, from the right trust. If they can take this off my plate so I can focus 100% in my business and my family, it’s mission accomplished. If that means that they’re going to walk my dog to make this happen, I know I’m exaggerating here, but pick up my laundry like the example you use, I think you’re going to have to do this. That in my mind is how these financial advisors survive the AI revolution. It is that personal relationship. It’s knowing me well. It’s spending more time with me than once a quarter. And with AI, with the right AI, and I know AI, there’s a lot of smoke in this space and very little fire, but with the right agents, with the right workflows, one advisor is going to be able to serve more than a hundred clients. Because right now the ratio is a hundred clients per advisor, maybe you’re going to be able to serve like 200, 250 well. Serve them well, knowing them well, knowing them personally. I think that’s going to happen in the next couple of years. Louis Diamond: I think that’s right. It’s more so like the intangibles that an advisor has. Their secret sauce isn’t going to be necessarily we offer these seven things. It’s going to be, I really get you. I understand you. It’s the advisor’s personal relationship and empathy with that client and all the years that they’ve known them. And then it’s just using all these different tools to aid that relationship. It kind of sounds like that’s what you’re saying. It’s all the other stuff that advisors do that might be different today, over time, people catch up and that becomes commoditized similar to we offer financial planning and that’s a differentiator. Now it’s, if they don’t offer financial planning, it’s a problem. Rafael Loureiro: Yeah, 100%. You got it. Yes, it is the intangibles. That’s perfect. Louis Diamond: Okay. I got two more questions for you. What’s one thing you wish more advisors understood about estate planning that they still miss today? Rafael Loureiro: I think there is an education component. Just deploying Wealth.com and expecting is going to work with your clients. It’s not like that. You need to be willing to have the conversation like your advisor did it with you. You need to have the tough call and say, “Hey, are you ready? Do you have estate planning in place? Why not?” And then having that conversation. Louis Diamond: And I would imagine too, it’s also cool, I got all these documents so instead of it getting locked in the safe or locked in the drawer, it’s also incumbent on the advisor to explain the documents. “Hey, these are a bunch of stuff in here that whatever, we don’t have to get into, but here’s the four key things about this document that you should understand. The power of attorney we’ve nominated is your father-in-law. Your proceeds are going to get distributed one-third to your son, a quarter to your daughter,” et cetera. It’s going to be those things and translating the documents into real words that clients are going to understand. Rafael Loureiro: 100%. That is critical because I’m a software engineer, I’m not equipped to be reading a hundred pages document and trying to understand everything that’s there without … Now with AI, you can actually ask Claude to summarize and Gemini to summarize it, but that was not the case three years ago. So that education component is critical. And some of my advisors are actually very successful, I should say. A smaller firm in this case, I’m not going to say the names, I don’t have that permission to say their name, but they are actually doing these estate planning webinars as a lead generation. Because clients are curious about this. Sometimes if you don’t ask them, you’re never going to know, but they’re probably very curious about estate planning. They’re probably very concerned they don’t have the documents in place. Even the ones that have the documents, they’re probably concerned that they need an update and they haven’t done it. So by doing this webinar, they feel more comfortable just going to the event. They know they’re not going to be the center of attention and then asking a question or hear people asking questions. Some of my most successful clients are actually using webinar as a lead generation to explain state planning. Louis Diamond: It’s a great idea. It’s like you’re empowering the advisor to talk more about estate planning. It’s no longer this bugaboo that was too complex or not in their swim lane. It’s empowering them to lead with, it sounds like. Rafael Loureiro: 100% Louis Diamond: Amazing. And last question, if you were an ambitious advisor building a new firm from scratch today, what would you tell them to focus on to create a more durable, harder to replicate future-proof business? Rafael Loureiro: That’s a great question because the factory floor of a hundred years ago, is no longer work. If you have a chance to start from the beginning, it’s a new world. It’s a new world for companies like ours. Even for companies like ours that are in the bleeding edge of technology, everything is changing with AI. How I organize my teams is changing with AI. So I would say select Wealth.com. No, that’s … I’m kidding. I’m kidding, but yes, I’ll say select the right tools, use AI properly, it’s no longer a headcount game. I’m not saying you’re not going to need help, you’re going to need help, but make sure the tools are talking to each other because it is a new age. It’s an agent about speed, about being able to offer more service quicker, about increasing the relationship, the intangibles, to your point. It’s no longer once a quarter call to your clients. So if I had the chance to do everything again, if I had a chance even to start Wealth.com again, it’s different how you organize your team in this age of AI. AI is going to be bigger than the industrial revolution. Trust me, the shockwave is huge. To your point earlier in this call, we’re getting a big jump every month. It’s no longer every year, every month there is something new coming from AI. So if you start your firm again, select the right partners, select the right tools and then hit the ground running. Louis Diamond: Perfect. That’s amazing. Rafael, this has been so fun. I learned a ton from you. You just have a way of storytelling and I absolutely love the why behind Wealth.com, the personal experience that probably a lot of listeners have had as the light bulb moment. And instead of just complaining about it, you actually took action and now are creating the future of estate planning, empowering advisors to offer estate planning to their clients, getting more folks in this country set up with trust and estates and wills, et cetera. So I think it’s amazing what you’re doing and I’m very excited to continue to watch your success. Rafael Loureiro: Thank you. Thank you for the opportunities and just to do a final plug, estate planning, tax planning, stay tuned. There is more coming. Louis Diamond: There we go. Thanks so much. Rafael Loureiro: Thank you. 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 firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind it’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com A conversation with Louis Diamond and Rafael Loureiro, Co-Founder & Chief Executive Officer at Wealth.com. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com. It’s a conversation with Rafael Loureiro, the firm’s Co-Founder & Chief Executive Officer. 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 wire house, 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: In the wealth management world, estate planning has largely lived in a separate lane. It’s a topic advisors may raise with clients then hand off to an attorney and eventually a set of documents come back, filed away, rarely revisited, and often disconnected from the rest of the planning process. That structure has been in place for a long time and for the most part, it’s gotten unquestioned, but when you step back, it creates a gap between what do clients expect from their advisor and what actually gets delivered when it comes to estate planning. Rafael Loureiro, co-founder and CEO of Wealth.com, ran straight into the gap after a planning event of his own which should have been a coordinated process, felt fragmented, manual, and surprisingly opaque. And likewise, I recall the same type of disjointed experience in my own estate planning process. It’s experiences like these that became the starting point for building Wealth.com. What makes this story interesting isn’t just that they’re using AI but how they’re using it inside the estate planning process, and it’s how AI allows the model itself to change from a one-time legal event to something that evolves alongside the client, from static documents to a system that can actually interpret, update, and surface what matters, from a disconnected handoff to something the advisor can actively lead. In my conversation with Rafael, we get into how that plays out in practice, how tools like Ester move from summarizing estate documents to identifying gaps, to prompting next steps, and eventually preparing action on behalf of the advisor, because when AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task and starts to look more like a continuous part of the advice process. So let’s dive in. Rafael, thank you for coming on our show today. Rafael Loureiro: My pleasure, Louis. Thank you for having me here. Louis Diamond: Of course. Let’s jump in and in researching you and speaking to you in the past, I got to admit, you had a very different path into the wealth management industry probably than anyone I’ve ever interviewed. So can you walk us through your background briefly and early professional endeavors? Rafael Loureiro: Absolutely. The accent that you hear is Brazilian. So I’ve been in the US for 25 years. I’m a software engineer by trade, came here as a HMB, been involved with different companies over the years and then most recently before Wealth.com. I was a chief technology officer with a fraud prevention company, nothing to do with wealth management, but by selling that company, it’s how the Wealth.com story started. Louis Diamond: Perfect. And I was referring to also some of your early career endeavors even before founding your last company, if you’re comfortable sharing that. Rafael Loureiro: Yeah, absolutely. I’ve been involved with four different startups in different spaces. One of them was in, if you remember all the way back to 2008, the real estate prices, the first startup with foreclosures. So when houses went into foreclosures, me and my partner, we created a system to index that. I also had work on a photo album company. It became a lifetime business. It’s still running. I was the CTO and I did my share of consulting. I used to work for Accenture, Avanade, and then a home builder Fortune 500 companies. So I have a ton of experience in the technology space before Wealth.com. Louis Diamond: Perfect. And you mentioned the last business that you started that I believe sold to LexisNexis. Can you walk through what that business was? Rafael Loureiro: Yeah. So I did not start the business. I joined the business before Series A. The person that started the business, Rei Carvalho, he’s actually Wealth.com chairman. So the team is still together. The US, San Francisco, New York, offices in Sydney, Singapore, London. We serve clients like Coinbase, grew very fast and then got acquired by LexisNexis in 2020 during peak COVID. Think about, we literally signed the documents, popped the champagne on March 2020. No vaccine. Louis Diamond: Oh, my God. Rafael Loureiro: We literally popped the champagne and we all went back home to work from home because that was the guy that’s from LexisNexis. Through that experience, selling a company, one thing you usually do, it’s a big liquidity event and estate planning is always related to big moments. You get married, someone in your family die, you have a new kid, you have a liquidated event. So I work with a financial advisor. They’re amazing. They helped me with financial planning, wealth management, saved me a lot of money insurance. But when it was time to do the estate planning, Louis, my experience was, “Hey, Rafael, we always work with this lawyer, go talk to the lawyer.” And then it was a completely broken process. First, because it was COVID and I had to go see the lawyer face-to-face. That was weird right there. Second, because I was expecting the lawyer to know everything about me because my advisor knows everything about me, know about my life situation, know about liquid event, know about my kids, rental houses, everything and then the engineer. I know what I told the lawyer, but do I know for sure that everything I told the lawyer end up in the document? No, I don’t. Long story short, otherwise it is a long story, we’re having a virtual coffee. I don’t know if you remember everyone, big beard, long hair, everyone working from home, and then somehow all the Emailage C-level team and founders, the co-founders, we start complaining about state plan. Even another example, my chairman, the Wealth.com chairman, Emailage CEO, Rei Carvalho, he was like, “Hey, Rafael, I’m done with the summer heat in Arizona. I’m moving to Denver. I’m going for cooler weathers.” Literally the moment he moved to Denver, he gets a call from his estate planning lawyer, welcome him to Denver and saying, “Hey, we need to update your documents. “But I just spent thousands of dollars creating my documents.” “Yeah, but you live in a new state, you have to optimize your documents.” At that moment, Louis, we’re like, “Where there’s a problem, there is an opportunity,” and the company was born. Louis Diamond: I find the best company origin stories, it’s you have that, you have a personal experience or a moment where you have a realization that t

This week Kate, Mark and Henry talk about empathetic robots, mother-baby singing groups for postpartum depression, and new American College of Cardiology lipid guidelines.Indiana AFP POEMs course in French Link: https://www.iafp.org/2026ac Empathetic robots: https://pubmed.ncbi.nlm.nih.gov/41359230/ Weekly singing groups for postpartum depression: https://pubmed.ncbi.nlm.nih.gov/41087020/ACC/AHA/etc lipid guidelines: https://pubmed.ncbi.nlm.nih.gov/41824552/A 2025 study in the journal Family Practice finding that the two most trustworthy lipid guidelines recommended against using CAC, while all five less trustworthy guidelines due to poor methods or COI recommended it. Go figure.Smartphones in schools: https://pubmed.ncbi.nlm.nih.gov/41489912/

Advances in genomics have made accurate COI measurements easier than ever, but understanding how to interpret these values and why they often differ substantially from pedigree-based COI estimates can be tricky. Adam Boyko, PhD does a deep dive into genetics to help you learn all about COI – what it measures, how it's calculated, and why it's important.Watch the video version of this presentation here.

Apply to work with me one-on-one: https://www.cleartheshelf.com/apply $30,000 in legal fees. Just to get dismissed from a lawsuit. The seller didn't make the product, didn't ship it, didn't fulfill it. The customer tripped over the FBA box on their doorstep and sued everyone.Ashlin Hadden has insured more than 5,000 e-commerce businesses. She processes 50-100 insurance applications a week for Amazon sellers. Today she breaks down what Amazon actually requires, what your LLC doesn't protect you from, why your homeowner's insurance won't cover your inventory, and the seven product categories you should never sell without a policy.Chapters:00:00 - Ashlin's Origin Story04:57 - What Amazon Actually Requires06:14 - General Liability vs. Product Liability07:10 - You Jumped on Someone's Listing. You're Responsible for It.08:10 - "Your LLC Can't Pick Up the Phone and Defend You"10:46 - What Happens When You Get Sued (The Claims Process)12:12 - How Much Coverage Do You Actually Need?14:13 - Umbrella Policies and Excess Coverage Explained16:33 - The $30,000 Lawsuit Over a Box on a Doorstep19:00 - 7 Products You Should NEVER Sell Without Insurance22:12 - A Resistance Band Hit a Surgeon in the Face (Horror Story)26:00 - Your Homeowner's Insurance Won't Cover Your Inventory28:06 - Prep Center Risk: Only a Handful Actually Have Coverage30:05 - Prop 65: California's Ambulance Chaser Problem32:34 - Cease & Desist: Is Legal Defense Covered?34:00 - What Does Insurance Actually Cost? ($600 to $150K)37:37 - How to Get Started (Application to COI in a Day)38:52 - Lightning Round: One Thing Every Seller Must KnowFollow Ashlin:Website: ecom.insureEmail: sales@ashlinhaddeninsurance.comSocial: @ashlinhadden everywhereFollow Chris Grant:X/Twitter: @cleartheshelfNewsletter: https://cleartheshelf.com/newsletterFollow Chris Racic:X/Twitter: @ChrisRacicNewsletter: https://oaleads247.com

Đêm rồi, ngoi lên tâm sự chút nha. Video tối nay bé bé xinh xinh vầy thôi hà. Coi xong ngủ ngon hén, S-potify dạo này không có cập nhật mới nha, coi trên Y-outube với ở đây tạm nha mấy bà.

Los titulares de la industria del deporte, con Patricia López, de 2Playbook.El fitness español inicia 2026 con un récord de 83 aperturas y 61 millones de inversión, impulsado por los estudios 'boutique' pese a la caída en grandes formatos. En fútbol, Adidas extiende su acuerdo con la Bundesliga hasta 2034 y el Brighton construirá el primer estadio exclusivo para su equipo femenino en Europa. Además, el COI ficha a J.P. Morgan como banco oficial de Los Ángeles 2028 y Alpes 2030, su primer patrocinador bancario. Lorenzo Giorgetti (Ferrari F1) analiza la estrategia comercial que sitúa a la escudería como la marca más valorada de la competición. ¿Quieres más podcast de la industria del deporte? Apunta: SPORTS, INSIDE by 2Playbook 2Playbook Breaking News ⁠PRO Media & Content⁠: https://open.spotify.com/show/4pXpJ3NwsyO6L7M0W3a1cQ?si=956ce22086854bf0⁠ ⁠PRO Fitness: https://open.spotify.com/show/5yDmPCCzjwuOd43wJ6P29T?si=78f0cdd11a6c48e5 ⁠PRO Deporte Inclusivo: https://open.spotify.com/show/46tEMEcA5qg1QhAW0DCyMx?si=e173f9087ebf49e6 ⁠PRO Women in Sport: https://open.spotify.com/show/2d40NKSP1eFhN9YkmTTzNA?si=1f53010f4e8d4d4fContacto, sugerencias y feedback: podcast@2playbook.com

At the Exit Planning Institute CEPA Summit in Nashville, 1,200 credentialed advisors gathered in one room. The first night, they held an awards ceremony. Every single person who walked on stage had one thing in common. It wasn't their credentials, their AUM, or their years in practice. It was a book.Episode SummaryPaul and Gabe McManus just returned from four days in Nashville at the EPI CEPA Summit, where they presented the Authority Operating System to one of the most credentialed audiences in financial services. In this episode, they break down all five pillars of the AOS: writing the right book, activating clients and COIs, building a guest podcast tour, optimizing for search everywhere (not just Google), and leveraging AI without the slop. Real client stories throughout. Real results.About Paul & Gabe McManusPaul G. McManus is the CEO and founder of The Short Book Formula, a publishing company that has helped 500+ financial professionals write, publish, and leverage books over the past decade. He is the author of The Short Book Formula and Book Marketing for Financial Advisors, and was featured on Michael Kitces' Financial Advisor Success Podcast (Episode 417). Gabe McManus is Director of Elite Advisor Programs and author of Sharpen Your Message: Guest Podcasting for Financial Advisors.What We CoverWhy every award recipient at the Nashville CEPA Summit had a book, and what that pattern means for your practiceThe three objections every advisor raises before writing a book: "I'm not a writer," "I don't know what to write about," and "I don't have time" — answered directly and practicallyHow Joe Falbo spent 30 years trying to get CPA referrals, published one book, and ended his next lunch with that CPA ordering 500 copies to mail to his entire client list on his own letterheadHow Jason Wendt turned a book launch party on a yacht into a recurring financial commentary slot on NBC ChicagoWhy Google now accounts for only about 20% of search, and where the other 80% of your prospects are asking questionsThe difference between AI slop and using AI to genuinely extend your reach once the book existsWhy the book is the foundation: guest podcasting, media, COI referrals, and AI discoverability all start thereResources MentionedBook Marketing for Financial Advisors by Paul G. McManusSharpen Your Message: Guest Podcasting for Financial Advisors by Gabe McManusExit Planning Institute (EPI) — exit-planning-institute.orgThe Short Book FormulaConnect with Paul & GabeWebsite: influentialadvisor.comPaul on LinkedIn: linkedin.com/in/paulgmcmanusGabe on LinkedIn: linkedin.com/in/gabemcmanusSupport the show

In this episode of the Smells Like Money Podcast, host Suzan Chin-Taylor sits down with Michael Ramos, a Chicago native and veteran chief engineer with over 30 years of experience in facilities management. Inspired by the Flint water crisis and the devastating impact of lead exposure on children's brain development, Michael developed a groundbreaking solution to a national infrastructure challenge.The Challenge of Stagnant Water:Lead and copper levels typically rise when water sits in pipes for more than six hours, causing essential corrosion control chemicals to break down. While replacing aging infrastructure is the ultimate goal, the scale of the problem is massive. For example, replacing Chicago's 400,000 lead service lines is estimated to cost over $8 billion and take nearly 100 years.Introducing the NOAH System:Michael invented the NOAH System to address these issues through automated remediation. Unlike manual flushing, which is often neglected, this device automatically clears taps and fountains every few hours to keep water moving and maintain protective pipe coatings.Key features of the NOAH System include:- Zero Maintenance: Once installed, there are no filters to change or clocks to program.- Proven Success: Since its first school deployment in 2016, it has successfully reduced lead levels to non-detection.- Versatile Use: It can be installed in schools, daycare centers, kitchen sinks, and chemistry labs.- Simple Installation: The low-voltage, lightweight design features quick-connect fittings suitable for DIY or professional setup.Connect with Michael Ramos:Website: noahsystem.co LinkedIn: Michael Ramos Email: michael@noahsystem.coI hope you find this episode as informative and as exciting as we have.Please let us know your thoughts about the episode!Connect with Suzan Chin-Taylor, host of The DooDoo Diva's Smells Like Money Podcast:Website: www.creativeraven.com | https://thetuitgroup.com/LinkedIn: https://www.linkedin.com/in/creativeraven/Email: raven@creativeraven.com Telephone: +1 760-217-8010Listen and subscribe here to your favorite platform:Apple Podcast - Google Podcast - Cast Box - Overcast - Pocket Casts - YouTube - Spotifyhttps://creativeraven.com/smells-like-money-podcast/ Subscribe to the Podcast:https://creativeraven.com/smells-like-money-podcast/Be a guest on our show:https://calendly.com/thetuitgroup/be-a-podcast-guestCheck Out my NEW Digital Marketing E-Course & Coaching Program just for Wastewater Pros:https://store.thetuitgroup.com/diy-digital-marketing-playbook-for-wastewater-pros#LeadRemediation #WaterSafety #PublicHealth #CleanWater #InfrastructureInnovation #NOAHSystem #SchoolSafety #EnvironmentalEngineering #LeadServiceLines #CorrosionControl

Few financial products generate as much excitement (or possibly as much confusion) as indexed universal life insurance.  IUL insurance has become one of the most aggressively marketed policy types in the industry, pitched with language that sounds almost too good to overlook, including terms such as market-linked upside, downside protection, tax-advantaged growth, and flexible premiums. https://www.youtube.com/live/fZS1uPmsCS0 Some of that is real, but we feel strongly that context and nuance should be applied when procuring any IUL policy, as it can obscure risks that don't become apparent until years after you have signed. This article is an honest guide to what an IUL policy actually is, how it works under the surface, what it promises versus what it delivers, and why, for those building a financial strategy around Infinite Banking, we consistently and strenuously recommend a different path. Key TakeawaysWhat Does Indexed Universal Life Insurance Mean?How Does an IUL Policy Work?The Floor, Cap, and Participation Rate ExplainedThe FloorThe CapThe Participation RateFlexible Premiums – Feature or Risk?IUL vs. Whole Life Insurance: Key DifferencesCan You Use an IUL for Infinite Banking?Why The Money Advantage® Recommends Whole Life for IBCWho Is IUL Best Suited For?IUL Pros and Cons: An Honest AssessmentWant Help Evaluating Your Policy Options? Key Takeaways An indexed universal life insurance policy is a form of permanent life insurance that ties cash value growth to the performance of a stock market index, subject to caps, floors, and participation rates. IUL offers flexible premiums and the potential for market-linked returns without direct market exposure. That flexibility, however, comes with complexity and risk that most sales presentations understate. The 0% floor protects against index-driven losses, but it does not protect against policy fees and rising cost of insurance charges, which can erode cash value even in flat or positive market years. For those practicing Infinite Banking, IUL introduces variables that conflict with the certainty and control the strategy requires. Whole life insurance remains the preferred vehicle. IUL is not inherently a scam or a bad product. It is, however, a complex one, and complexity without understanding is where financial damage happens. What Does Indexed Universal Life Insurance Mean? An indexed universal life insurance policy is a type of permanent life insurance with two distinguishing features: flexible premiums and a cash value component that earns interest based on the performance of a stock market index, most commonly the S&P 500. You don't own shares or invest directly in the market. Instead, the insurance company credits interest to your cash value based on how the chosen index performs over a given period, within defined parameters, including a floor (usually 0%), a cap (often 10-12%), and a participation rate (the percentage of index gains you actually receive). The core appeal of an indexed universal life insurance policy is quite understandable, as you get some exposure to market growth without the risk of direct market loss. Your cash value won't decline because of a bad year in the S&P 500, and that's exactly what the floor is for.  But with that comes a caveat: your gains are limited in strong years by the cap and the participation rate. Now, on the face of it, that may sound like a reasonable tradeoff. And for some people, in some situations, it certainly can be. But the full picture is far more complicated than the pitch suggests, and, once again, the complications tend to show up years down the road. How Does an IUL Policy Work? The mechanics of an IUL policy involve more moving parts than wholelife insurance, and understanding those parts is essential before committing to one. When you pay a premium, that money is allocated across three buckets: the cost of insurance (COI) – the actual price of maintaining your death benefit – policy fees and administrative charges, and whatever remains flows into your cash value account. The cash value is then credited with interest according to the index strategy you've selected. This is where the structure differs most from whole life insurance. With a whole life contract, your cash value growth is guaranteed by the contract, and dividends from a mutual company add to that growth. With IUL insurance, your credited interest depends on external index performance, constrained by the carrier's rules, which the carrier can change. That glaring distinction is far more telling than it might seem at first glance. The Floor, Cap, and Participation Rate Explained These three mechanics define the boundaries of your IUL's cash value growth, and they deserve a close look. The Floor The floor is the minimum interest credited to your cash value in any given period, usually 0%. If the S&P 500 drops 15% in a year, you are credited 0% rather than absorbing that loss.  That sounds protective - and it is, in a narrow sense.  But a 0% credit year doesn't mean your cash value holds steady. Policy fees and cost of insurance charges are still deducted regardless, which means your cash value can shrink even when the floor is doing its job. The Cap The cap is the maximum interest credited, regardless of how well the index performs. If your policy has a 10% cap and the S&P 500 returns 25% in a given year, you receive 10%. The other 15% stays with the insurance company. In a strong bull market, the cap quietly siphons off the upside that made the product appealing in the first place. The Participation Rate Finally, we have the participation rate, which determines what percentage of the index gain (up to the cap) you actually receive. An 80% participation rate on a 10% index return means you are credited 8%. However, caps and participation rates are not permanently fixed. Insurance carriers can adjust them. The concern here is that what may be illustrated at the point of sale may not be what you experience five, ten, or twenty years into the policy. Flexible Premiums – Feature or Risk? One of the most marketed features of indexed universal life insurance is premium flexibility. Unlike traditional whole life, where the base premium is fixed and contractually guaranteed, IUL allows you to vary premiums within certain limits. You can pay more in strong years and less in lean ones. While whole life with paid-up additions riders can also offer flexibility for adding extra premium, those additional contributions are optional. Traditional whole life does not depend on extra rider premiums to keep the policy in force. That sounds like freedom. In reality, it could be viewed as a trap, of sorts. The issue is that underfunding an IUL policy (paying less than the amount needed to cover insurance charges and fees) doesn't trigger an immediate consequence. The policy stays in force, but the shortfall compounds over time.  Alarmingly, because the cost of insurance in a universal life chassis increases as you age, the gap between what you're paying and what the policy requires can widen dramatically in your 60s, 70s, and beyond. This is one of the most commonly realized negatives of IUL insurance. Policyholders who reduced premiums during their working years discover decades later that their policy is on the verge of lapsing, and the cost to keep it alive has absolutely skyrocketed. By the same token, flexible premiums can work for disciplined, well-informed owners who understand the risks. But the flexibility itself is not the safety net it is frequently marketed as - it's an anxiety-inducing variable that requires active management for the life of the policy. IUL vs. Whole Life Insurance: Key Differences A huge number of people researching IUL are comparing it to whole life. But while the two products are both permanent life insurance, their internal architecture is fundamentally different. IULWhole LifeCash value growthTied to index performance, subject to caps, floors, and participation rates. Not guaranteed.Contractually guaranteed growth, plus highly anticipated dividends from a mutual company.PremiumsFlexible - can vary year to year.Fixed and level - guaranteed never to increase.Cost of insuranceIncreases annually with age. Deducted from cash value.Built into the level premium structure. No separate increasing charge.Death benefitCan fluctuate depending on funding and policy performance.Guaranteed for life.ComplexityHigh - multiple moving parts, carrier-adjustable terms.Low - contractually defined.Policy loan behaviorLoan interest plus uneven crediting can create negative arbitrage.Predictable. Cash value continues to earn while loans are outstanding. Either way, neither product is universally or objectively better. They serve different purposes, and the differences in guarantees, predictability, and internal cost structures are significant, especially for anyone planning to use their policy as a long-term financial tool. Can You Use an IUL for Infinite Banking? Some advisors market indexed universal life for “banking” strategies, making the case that IUL's potential for higher returns makes it a superior vehicle for building a personal banking system. That is not the same thing as the Infinite Banking Concept as taught by Nelson Nash. As Authorized Infinite Banking Practitioners, we believe Infinite Banking is properly implemented with dividend-paying whole life insurance because the concept is about becoming your own banker by taking the banking function into your own life. And our position is not arbitrary. The Infinite Banking Concept is built on predictability, certainty, and control. You need confidence in how your cash value system will function over time.  You need guaranteed access to policy loans. You need a death benefit that doesn't fluctuate....

Vuelve la Tertulia Cynisca, la tertulia deportiva feminista en la que analizamos la decisión del COI de establecer un nuevo control de sexo por el que solo podrán competir mujeres biológicas en categoría femenina. En la tertulia participa la co-educadora, Lucia Carmona y como invitada especial, María José Martínez Patiño, doctora en CAFYD y miembro de la comisión médica del COI como experta.

- Thị trường chứng khoán Việt Nam khẳng định lộ trình nâng hạng.- Mục tiêu tăng trưởng hai con số cần gắn với nâng cao chất lượng cuộc sống của người dân.- Coi trọng chất lượng thông tin tuyên truyền về sử dụng năng lượng tiết kiệm và hiệu quả.

Volvemos tras una semana de descanso con el Radiojaputa 272, un podcast que iniciamos con un temazo: mujeres que actualmente son jefas de Estado o Gobierno de sus países. ¿Las conocemos? Y más importante aún: que una mujer esté en la cima del poder de un país, ¿implica automáticamente una transformación y cambio en la lógica de ese poder? Continuamos escuchando los audios que nos habéis mandado esta semana: hablamos de las mujeres en las cofradías de Semana Santa, de la nueva presidenta del COI y de los acantilados de cristal (si no sabes qué es esto, te lo explicamos), de empresas que promueven los safe spaces pero solo para algunes… Y también tenemos recomendaciones de eventos y el audio (súper interesante) de una oyenta de 12 años. Y regresa a nuestro podcast violentito de confianza Patricia Sornosa con su sección “Cuéntaselo a la tita Patri”: a raíz del audio de una compañera, analizamos los tipos de hombres que te puedes encontrar en el trabajo… y es que a muchas deberían pagarles un plus por aguantar machirulos. Cerramos el podcast de hoy con música, nuestro ya clásico audio de subidón y algún recordatorio para que no te pierdas nada de lo que hacemos en este bote salvavidas, a la deriva feminista. Para matrocinar este espacio, puedes hacerlo en radiojaputa.com. Si tú también quieres participar, mándanos un audio de whatsapp al (+34) 636 75 14 20. Y si te han gustado las canciones, las tienes todas en Youtube, listadas por temporadas.

Coi Leray keeps it all the way real with Keke in a conversation about knowing you're “really her,” even before others recognize it. From growing up between luxury and struggle to the viral hits that shaped her hustle, Coi talks about how becoming a mom changed her purpose and shares the advice Cardi B gave her about pregnancy, her take on female rap beefs, how her relationship surprised her, and her latest track, “Better Than Yours.”See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

O Comitê Olímpico Internacional (COI) estabeleceu novas regras de elegibilidade para as competições femininas. A partir de agora, a participação será limitada a mulheres biológicas, com a comprovação realizada através do teste do gene SRY, marcador científico do desenvolvimento sexual masculino.A medida foi endossada pela relatora especial da ONU sobre Violência contra Mulheres, Reem Alsalem. Segundo a relatora, a decisão é baseada em fatos e na ciência, sendo essencial para garantir a segurança física, a equidade e a dignidade das atletas e jovens esportistas. Papo Antagonista é o programa que explica e debate os principais acontecimentos do dia com análises críticas e aprofundadas sobre a política brasileira e seus bastidores.       O programa traz contexto e opinião sobre os temas mais quentes da atualidade.       Com foco em jornalismo, eleições e debate, é um espaço essencial para quem busca informação de qualidade.       Ao vivo de segunda a sexta-feira às 18h no nosso canal no Youtube.   https://www.youtube.com/@OAntagonista   Apoie o jornalismo independente. Assine O Antagonista e Crusoé com 10% via Pix ou Google Pay:   https://assine.oantagonista.com.br/  Siga O Antagonista no X:  https://x.com/o_antagonista   Acompanhe O Antagonista no canal do WhatsApp. Boletins diários, conteúdos exclusivos em vídeo e muito mais.  https://whatsapp.com/channel/0029Va2SurQHLHQbI5yJN344  Leia mais em www.oantagonista.com.br | www.crusoe.com.br #COI #Mulheres #Esporte #ONU #Biologia #Olimpíadas #Justiça #Categorias #Inclusão #Equidade #Direitos #Notícia #Atualidade #Podcast #Debate #Regras #Competição #Gênero #Feminismo #Sociedade

Ramón Besa y Manuel Jabois repasan los cánticos xenófobos del España-Egipto, la reacción de Lamine y la decisión del COI con las mujeres trans

Sometimes, a collection of new species turns out to be… no new species!Takahiro Sugiyama, Ryutaro Goto, and Chloé Fourreau began studying the unique ectoparasitic scale worm Gastrolepidia clavigera in part because of its fascinating diversity of color, likely contributing to its ability to camouflage on sea cucumbers. After some genetic work, they found that this entire rainbow of scale worms all actually seem to belong to the same species! Takahiro Sugiyama, Ryutaro Goto, and Chloé Fourreau's paper “Host specific camouflage in a holothurian-ectoparasitic scale worm: testing the host-race hypothesis using COI and genome-wide SNP data” is in volume 173 of Marine Biology It can be found here: https://doi.org/10.1007/s00227-025-04744-yEpisode image credit: Takahiro Sugiyama and Ryutaro GotoA New Species episode with Chloé on Polychaete worms: https://open.spotify.com/episode/0aH2bPNb4u3wOrONIYfZkp?si=7i0lzzSlSjWfsXce436-3gFollow Chloé on instagram and Bluesky: @chaoticchloeiaFollow the MISE lab on instagram: @mise_labRead Takahiro's recent paper about the scale worms that live on sea stars: doi.org/10.3800/pbr.15.289Original description of G. clavigera: https://www.biodiversitylibrary.org/item/50342#page/8/mode/1upBe sure to follow New Species on Bluesky (@newspeciespodcast.bsky.social) and Instagram (@NewSpeciesPodcast) and “like” the podcast page on Facebook (www.facebook.com/NewSpeciesPodcast).Music in this podcast is "No More (Instrumental)," by HaTom (https://fanlink.to/HaTom)If you have questions or feedback about this podcast, please e-mail us at NewSpeciesPodcast@gmail.comIf you would like to support this podcast and enjoy bonus episodes, please consider doing so at https://www.patreon.com/NewSpeciesPodIf you would like to make a one-time contribution to this podcast, you can do so at https://buymeacoffee.com/newspeciespod

Seis dias após IM 70.3 Geelong, Kristian Blummenfelt vence o 70.3 Oceanside fazendo novamente a melhor corrida do dia. Taylor Knibb também mostrou sua força com novo recorde da prova (que era dela) e começando o ano com duas vitórias em 1 semana (venceu o T100 Gold Coast). Falamos também dos outros resultados do final de semana, nova política do COI, e muito mais.

O Maquinistas de hoje recebe Bruno Fratus. Muito mais do que um ex-nadador, com diversas medalhas conquistadas no esporte de alto rendimento, Bruno fala sobre diversos assuntos que extrapolam as bordas da piscina.Fratus revela seus projetos pessoais e, dentre eles, considera muito importante passar experiências para novos atletas. Bruno ressalta a importância de tratar e falar sobre saúde mental entre os competidores de alto nível citando, inclusive, sua própria jornada de autoconhecimento durante e após seu tempo nas águas.Outro tema importante abordado pelo convidado do Maquinistas de hoje é a importância da gestão de carreira feita de forma responsável e profissional.Bruno fala de seus interesses e dos desafios de sua vida pós-carreira de atleta profissional, principalmente com a dificuldade de construir uma vida na qual a competição não é mais o objetivo principal.00:00 Início02:20 A frustração com as derrotas03:48 O episódio da entrevista do "Tô felizão"05:54 A aposentadoria09:23 A saúde mental do atleta11:36 A questão da saúde mental em todo o ecossistema do esporte13:21 A preocupação do COI com o atleta14:46 O marketing de influência na vida dos atletas18:10 O Bruno Fratus não atleta20:40 Os maiores desafios na criação de conteúdo23:20 A dificuldade de parar de fazer atividade física28:13 O autoconhecimento do corpo30:32 A diferença do Bruno Fratus dentro e fora da competição35:45 A relação das marcas com Bruno Fratus40:19 A gestão de carreira do atleta43:58 O futuro de Bruno Fratus49:28 Bruno como comunicador56:20 O sacrifício para ser atleta de alto rendimento01:04:39 A transição de carreira01:07:20 O excesso de blindagem dos atletas01:11:43 O dinheiro no mercado para os atletas01:14:18 Novos modelos de treino na natação01:16:36 Momento Gheorge01:20:32 A impostância de falar sobre saúde mental

Parlem amb Silvia Sicore, activista trans, i amb B

Hoje, ‘No Pé do Ouvido, com Yasmim Restum, você escuta essas e outras notícias: Trump volta atrás e estende prazo para Irã reabrir Ormuz. Justiça carioca anula eleição de presidente da Alerj que assumiria governo do Estado. Paul McCartney lança novo single que faz parte do próximo álbum. WhatsApp anuncia ferramentas de IA para sugerir respostas e editar fotos no chat. Atletas trans são banidas das Olimpíadas pelo COI. E confira as dicas da agenda cultural para Rio e São Paulo.See omnystudio.com/listener for privacy information.

Welcome to the Daily Compliance News. Each day, Tom Fox, the Voice of Compliance, brings you compliance-related stories to start your day. Sit back, enjoy a cup of morning coffee, and listen in to the Daily Compliance News. All, from the Compliance Podcast Network. Each day, we consider four stories from the business world, compliance, ethics, risk management, leadership, or general interest for the compliance professional. Top stories include: The Trump Administration is allowing corruption via COI to continue. (CNBC) Another day, another $1.5bn in insider trading. (TheHill) Marco Rubio testifies in corruption trial. (NYT) The US ban on Anthropic ‘looks like punishment'. (WSJ) Learn more about your ad choices. Visit megaphone.fm/adchoices

#CoiLeray #NBAYOUNGBOY #BetterThanYours #Rap #Hip-Hop #Trap2026 is here! That means Let's Talk About it: MUSIX REVIEWS S12 is here! A whole new approach this year long season is all about opening up and leaving behind the past. Join TK on a journey of funny off the wall pop reviews, hip-hop, Rnb and whole new variety content too! Of talking about trending news topics, video games and even maybe even talking about movies too! S12 is here! New episodes every single day! Join the wild ride of the SECOND YEAR LONG SEASON.Coi Leray, NBA YoungBoy, Better Than Yours, new music, hip hop, rap, trending music, music video, official video, collaboration, YB, Coi, rap music, hip hop music, new rap, new hip hop, viral music

Seth Cohen, cofounder of Sweetfin and one of QSR Uncut's original guests, returns to chat about the fast casual's evolution as it celebrates 10 years. But this is far more than just a party. The brand kicked off 2026 with a bold new culinary chapter developed in collaboration with two-Michelin-starred chef Daniel Patterson. Known for redefining California cuisine through pioneering restaurants including Coi, Alta, and Locol, Patterson is bringing world-class technique to Sweetfin's fresh, approachable style. What does this mean? Warm bowls. Elevated standards. And much more. We get into all of that, plus look back on the poke category's growth over the past decade and what's still to come.

Why Centers of Influence Don't Respond to Cold Calls (And What Actually Works) Most financial advisors waste years chasing CPAs and attorneys with zero results. After 32 years coaching over 75,000 sessions with financial advisors, I'm sharing the real COI strategy that actually works. In this episode, Coach Joe reveal: ✅ The #1 mistake advisors make with COI strategies (and why 9/10 fail) ✅ Why CPAs and estate planning attorneys rarely deliver referrals ✅ Non-traditional COIs worth 10X more than CPAs (executive coaches, life transition specialists, business consultants) ✅ The 50-meeting rule: Why you need this many before measuring success ✅ My exact email template for warm introductions (never cold call) ✅ How to claim your niche so COIs actually remember and refer you ✅ The first meeting strategy: Listen, don't pitch Listen now and start building partnerships that actually convert.

Insurance agencies don't just need more people — they need smarter operations. In this episode of Insurance Shoptalk, Eric Stein sits down with Travis MacMillian of Xceedance to unpack how automation, AI, and strategic back-office support can completely transform the way property & casualty agencies operate. From policy checking and COI management to remarketing, loss runs, endorsements, accounting reconciliation, and even claims coordination — Travis explains how agencies can eliminate repetitive portal work, reduce manual data entry, and create 30%+ more operational capacity without stacking on more headcount. This isn't about replacing people. It's about removing friction — so principals can put more in their pocket, pay producers and CSRs more, and build a modern digital footprint that supports real growth. If you're tired of adding bodies just to keep up with volume, this conversation will shift your thinking. #InsuranceShopTalk #AgencyAutomation #InsurTech #InsuranceOperations #AgencyGrowth #DigitalInsurance #PAndC New boost

El periodista reflexiona sobre cómo el COI ha descalificado y readmitido al cabo de unas horas a un atleta ucraniano de Skeleton por llevar pegadas en el casco imágenes de deportistas asesinados por Rusia en su país

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta terça-feira (03/02/2026): Na cerimônia de abertura do ano judiciário, o presidente do STF, Edson Fachin, avançou em seu projeto para instituir um código de conduta dos ministros da Corte. “Reafirmo o compromisso com a adoção de um código de ética para o Tribunal”, disse. O ministro fez um discurso assertivo em defesa da “ponderação” e da “autocorreção” institucional e anunciou que Cármen Lúcia será a relatora da proposta. O gesto é uma demonstração de que, apesar de pressões externas e internas, Fachin seguirá com o propósito. No STF, a maioria dos integrantes é a favor do código, mas há resistências, especialmente de Alexandre de Moraes, Dias Toffoli e Gilmar Mendes, ministros com grande interlocução com a política. E mais: Política: Cúpula do Congresso prega paz, mas sem abrir mão de emendas Economia: Fictor, que figurou como interessado no Master, pede recuperação Internacional: Após troca de insultos, Petro tenta reparar laços em reunião com Trump Metrópole: Prefeitura ‘confiscará’ parte de lucro do Jockey Club com torneio de tênis Esportes: Rebeca Andrade vai carregar a bandeira olímpica em MilãoSee omnystudio.com/listener for privacy information.

Welcome to Standing Stone Kennels! Every year, we sit down and plan our upcoming dog breedings—but this time, we're bringing you inside the process.In this episode of the Standing Stone Podcast, we break down how we plan our litters, evaluate pedigrees, calculate inbreeding coefficients (COI), and balance genetics with real-world hunting performance. We discuss linebreeding vs outcrossing, fertility considerations, color genetics, temperament, and long-term breeding strategy.You'll hear detailed discussions on planned breedings for dogs like Cassie, Rye, Trix, Hazel, and Shock, along with honest explanations of why some breedings are repeated, others are avoided, and how future flexibility plays a major role in every decision.This episode is a must-watch for anyone interested in:- Breeding hunting dogs responsibly- Understanding pedigrees and COI- Building a sustainable breeding program- Producing versatile, family-friendly bird dogs

rWotD Episode 3187: Haemadipsidae Welcome to random Wiki of the Day, your journey through Wikipedia's vast and varied content, one random article at a time.The random article for Saturday, 24 January 2026, is Haemadipsidae.Haemadipsidae (From Greek "haima" and "dipsa" ("blood" and "thirst", respectively)) are a family of jawed leeches. They are a monophyletic group of hirudiniform proboscisless leeches. These leeches have five pairs of eyes, with the last two separated by two eyeless segments. The family is monotypic, containing only the subfamily Haemadipsinae. However, the family can apparently be divided into two or three distinct lineages. At least one of the proposed splits, while not a distinct family, might be a valid subfamily.Haemadipsids have two or three jaws. The two-jawed (duognathous) species were classified in a number of largely monotypic or non-monophyletic genera, so they were placed into a single monophyletic genus called Chtonobdella.To increase grip, their caudal suckers have textured "friction" or "sucker" rays.Commonly known as jawed land leeches, these annelids are known from subtropical and tropical regions around the Indian and Pacific Ocean. Well-known Haemadipsidae are for example the Indian Leech (Haemadipsa sylvestris) and the yamabiru or Japanese Mountain Leech (Haemadipsa zeylanica). Members of the family feed on blood, except Idiobdella which has adapted to eat small snails.The other notable group of jawed blood-sucking leeches are the aquatic Hirudinidae. The Xerobdellidae are sometimes included in the Haemadipsidae, but their status as a distinct family is supported by sequence analysis of the nuclear 18S and 28S rDNA and mitochondrial COI genes as well as the anatomy of their sexual organs and nephridia; the latter are located at the belly rather than along the body sides as in the Haemadipsidae proper. All Xerobdellidae have three jaws.Haemadipsidae probably originated in the Triassic, more than 150 million years ago (mya). The diversification of the large Asian genus Haemadipsa probably did not take place until the Eocene, about 50 mya.Because members of this family are terrestrial, feed on vertebrate blood, and digest blood meals fairly slowly, they are used in invertebrate-derived environmental DNA (eDNA) research. By extracting DNA from leech guts and sequencing vertebrate-specific genes, it is possible to identify which vertebrate the leech in question has fed upon, and therefore what animals are in the surrounding habitat. This methodology can be complementary to camera trap biodiversity surveys, which often undercount smaller animals.This recording reflects the Wikipedia text as of 01:13 UTC on Saturday, 24 January 2026.For the full current version of the article, see Haemadipsidae on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm neural Niamh.

“Expired Listing Day” gets hyped every January, but if expireds are your only plan for 2026, you're missing the data. In this episode, Tom breaks down why the advice is overblown and shares 5 more predictable listing pillars: sphere/COI marketing, a simple “one more thing” script to uncover sellers, video CMAs, sales leverage with open houses + neighborhood outreach, and consistent direct mail farming. Want help building your listing plan? Click the link in the comments to book a call.

COI #863, Kyle Anzalone breaks down the latest news in Venezuela, Ukraine, and Israel. The Kyle Anzalone Show Odysee Rumble  Donate LBRY Credits bTTEiLoteVdMbLS7YqDVSZyjEY1eMgW7CP Donate Bitcoin 36PP4kT28jjUZcL44dXDonFwrVVDHntsrk Donate Bitcoin Cash Qp6gznu4xm97cj7j9vqepqxcfuctq2exvvqu7aamz6 Patreon Subscribe Star YouTube Facebook  Twitter  MeWe Apple Podcast  Amazon Music Google Podcasts Spotify iHeart Radio

COI #863, Kyle Anzalone breaks down the latest news in Venezuela, Ukraine, and Israel.

Marcelo Gantman conversa con Fernando de Dios, editor para América Latina de Getty Images y responsable de las operaciones de la compañía para el próximo Mundial 2026. Con una experiencia de más de 14 años, de Dios cuenta cómo Getty hace sus alianzas con FIFA, F1 y COI, además de ser una agencia independiente que abastece a clientes de todo el planeta. La tecnología para capturar la épica deportiva en tiempos en que todos sacamos fotos. La IA como método de verificación y el modo de consumir imágenes y videos en una era de saturación y contenidos inmediatos.

Modern selling isn't about pushing - it's about problem identifying. In this episode, we break down sales training that actually works, rooted in customer problem identification and ROI selling marketing strategies that help elite sellers win without discounting. In this conversation, Harry Kendlbacher sits down with Beth Morris, VP of Product Insights at NielsenIQ, to decode the real skills behind high-performing sellers - from insight-driven discovery to value-based selling, negotiation without concessions, and using the cost of inaction to drive urgency. If you're leading a sales team or selling into complex buying groups, this episode will change how you prepare, position, and influence.

Key Chapters0:00 – Introduction2:15 – Why financial advisors should focus on business-owner clients5:10 – The challenges of illiquid wealth and how advisors can solve them9:00 – How Raymond James connects wealth management and investment banking12:40 – Building deeper COI relationships with attorneys and accountants17:25 – Why understanding business valuation matters for every advisor22:40 – Raymond James' unique culture and the “village” behind the success28:10 – How collaboration with investment bankers expands advisor opportunity33:30 – Why this approach is the future of growth for independent advisorsResources:Elite Consulting Partners | Financial Advisor Transitions: https://eliteconsultingpartners.comElite Marketing Concepts | Marketing Services for Financial Advisors: https://elitemarketingconcepts.comElite Advisor Successions | Advisor Mergers and Acquisitions: https://eliteadvisorsuccessions.comJEDI Database Solutions | Data Intelligence for Advisors: https://jedidatabasesolutions.comConnect with Ken Grider: Ken.Grider@RaymondJames.comListen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/Follow us on LinkedIn: https://linkedin.com/company/eliteconsultingpartners

In this episode of the Buzz we get to talk to Todd Hager, the Vice President of Strategic Advisory at Alpha Omega. Todd reflects on his extensive career journey, starting from his early tech roles in the hotel industry, transitioning to government contracting, and becoming a key player in fostering industry-government collaboration. He discusses the importance of emerging technologies like blockchain and AI, and shares insights on building collaborative communities. Todd also touches on significant personal experiences, including his reflective walk on Spain's Camino de Santiago and his longtime commitment to teaching GED math, which have both shaped his professional ethos. As Todd transitions to the IAC board, he shares his vision for future initiatives and offers advice to new COI members on embracing engagement and collaboration. Subscribe on your favorite podcast platform to never miss an episode! For more from ACT-IAC, follow us on LinkedIn or visit http://www.actiac.org.Learn more about membership at https://www.actiac.org/join.Donate to ACT-IAC at https://actiac.org/donate. Intro/Outro Music: See a Brighter Day/Gloria TellsCourtesy of Epidemic Sound(Episodes 1-159: Intro/Outro Music: Focal Point/Young CommunityCourtesy of Epidemic Sound)

Send us a textThere's a trail that runs from the Mexico-U.S. border north through California, Oregon and Washington, ending at the Canadian border. A grueling test of grit and endurance, it's no surprise those that attempt some or parts of the Pacific Crest Trail are changed. Long after blisters heal over, hammies stop aching, shins come back to normal, the stories of the trail linger in the minds of hikers. Is it the hours alone? Or the silence? Or the senses that become sharper watching for shifts in weather and wildlife? Or something else, like a hitchhiking ghost, that stays with them after leaving the PCT? The west coast of the United States is one I know well, like the back of my hand. But as I've been learning about trail angels, trail pirates, hitchhiking, and uncovered the people that have gone missing on this stretch of trail? It's become a place I don't recognize, that fascinates and scares me.Grab a Bobo bar and a glass of water!  Let's get into it!This episode covers:Pacific Crest Trail 101Hiker Horror StoriesHiker Cautionary TalesCascadia High StrangenessHalfway Anywhere's PCT Hiker Survey InformationA Tribute by a Father Who Lost His Son on the PCTAbout that song at the end...Quiet Storm by Alana Jordan Show Sources and MaterialsHalfway Anywhere's Patreon (sign up for FANTASTIC outdoors content - so good in fact that Outdoors Inc. and others have been stealing his work and taking credit)Pacific Crest Trail Horror Stories 2024, HalfwayAnywhere.comThe Cult That Lived Next Door, Jack Neath, Medium.comCreepy Pacific Crest Trail Stories, Ranker.comAnza Borrego's Haunted Desert, DesertUSA.comTrevor's Eternal Trail, Doug Laher, thetrek.coI don't accept sponsors and paid advertisers. I choose people, podcasts and authors I believe in to highlight in the ad segment. That's why I've been shining a spotlight on Derek Condit at Mystical Wares. He is both talented and generous with those gifts. Please give his books a look on the Mystical Wares website.Curious Cat Crew on Socials:Curious Cat on Twitter (X)Curious Cat on InstagramCurious Cat on TikTokArt Director, Nora, has a handmade, ethically-sourced jewelry company!

In this episode of Noob School, I catch up with Scott Millwood, a familiar voice in the Greenville startup scene and co-founder of Founderville, a venture capital fund based right here in Greenville, SC. Scott shares his journey after Datastream, diving into some of the ventures he's led and the successes he's achieved along the way.We spend time discussing his current focus at Founderville. The fund is dedicated to supporting B2B SaaS startups, helping promising companies scale and thrive in today's competitive market. Scott gives insight into his role with the fund, the kinds of startups they look for, and the strategies they've used to foster growth in the Greenville tech ecosystem.Looking ahead, Scott shares exciting plans for the future, including the anticipated launch of Fund II. It's clear that Founderville isn't just a fund—it's a growing part of the Greenville startup community, and Scott's dedication to supporting founders is a big reason for its impact.Throughout the episode, we also touch on investing, entrepreneurship, and the lessons Scott has learned from years of building businesses. Whether you're an aspiring founder, investor, or just curious about the Greenville tech scene, there's a lot to take away from this conversation.Get your sales in rhythm with The Sterling Method: https://SterlingSales.coI'm going to be sharing my secrets on all my social channels, but if you want them all at your fingertips, start with my book, Sales for Noobs: https://amzn.to/3tiaxsLSubscribe to our newsletter today: https://bit.ly/3Ned5kL#SalesTraining #B2BSales #SalesExcellence #SalesStrategy #BusinessGrowth #SalesLeadership #SalesSuccess #SalesCoaching #SalesSkills #SalesInnovation #SalesTips #SalesPerformance #SalesTransformation #SalesTeamDevelopment #SalesMotivation #SalesEnablement #SalesGoals #SalesExpertise #SalesInsights #SalesTrends#salestrends

In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Ari Galper, the world's #1 authority on trust-based selling and creator of the One Call Sale methodology and Ari AI, an AI-powered sales coaching platform built on decades of proven frameworks. Together, they explore why traditional relationship-building and persuasion tactics often fail in today's crowded marketplace—and what tech leaders can do instead.Ari shares how to transition from solution-centric pitching to problem-centric diagnosing, helping prospects see the cost of inaction before presenting a solution. He offers powerful language patterns and mindset shifts that compress long sales cycles into a single conversation, without pressure or chasing leads. Listeners will hear real-world stories, including Ari's personal turning point that inspired him to build a global movement around truth and trust in sales.Whether you're a founder, executive, or sales leader, this episode will help you rethink your approach to business growth—moving from transactional selling to creating deep trust that drives long-term success.TakeawaysTrust-building, not persuasion, is the foundation of modern sales.Stop selling pre-sale—diagnose problems first, like a doctor with a patient.The cost of inaction (COI) is critical: help prospects see the risk of staying with the status quo.Compressing the sales cycle into one call creates clarity and commitment without pressure.Relationship-building pre-sale often backfires; it can put you in the “friend zone.”Avoid using the phrase “follow-up”; ask for feedback instead to uncover the truth.Silence is a powerful tool—let prospects talk first and reveal their core issues.Clarity is the true value you provide, not your product demo or case studies.Create cultural change in sales teams by teaching trust-based frameworks, not scripts.Use trust-based language to keep prospects on your calendar and avoid chasing ghosts.Personal transparency and authenticity—like Ari's lessons from his son Toby—make you more effective.Market to the problems you solve, not your solutions, to stand out in a noisy world.Chapters00:00 Intro & Why Trust-Based Selling Matters in Tech01:30 The Shift: From Product-Centric to Problem-Centric03:15 Cost of Inaction: The Real Sales Trigger04:55 The One Call Sale Framework Explained06:40 Trust vs. Relationship Building08:20 Real Story: Why “Great Meetings” Don't Equal Sales10:40 Diagnosing Over Delivering: Coaching Case Study13:15 Ari's Sales Call Script (Doctor Analogy Breakdown)15:00 The Birth of Ari AI and What Makes It Unique18:00 How Leaders Role-Play and Write Better Emails with AI20:00 Difference Between Fact-Finding and Trust Questions21:40 Never Use “Follow Up” Again Use This Instead24:30 Building Culture Without Falling into the Friend Zone26:20 Sales Teams Need Interventions, Not Programs28:00 Avoiding Bad Business: Qualifying for Urgency30:00 Ari's Aha Moment: The Muted Sales Call That Changed Everything33:30 Why “Being Professional” Still Lost the Deal35:15 Favorite Book: 80/20 Sales & Marketing36:00 Why Ari Writes a New Book Every Quarter37:20 Writing Problem-Centric Cold Emails That Cut Through Noise39:00 Personal Wisdom from Ari's Son, Toby40:10 Final Advice: Trust is the New CurrencyAri Galper's Social Media Links:https://www.linkedin.com/in/arigalper/https://www.youtube.com/@ari_galperhttps://www.instagram.com/ari_galperhttps://x.com/arigalperAri Galper's Website:https://unlockthegame.com/Resources and Links:https://www.hireclout.comhttps://www.podcast.hireclout.comhttps://www.linkedin.com/in/hirefasthireright

Financial advisors frequently seek out relationships with Centers Of Influence (COIs) such as accountants and attorneys, but sometimes find that it's hard to get referrals from these professionals. Advisor marketing expert Dan Allison believes this is because COIs fear putting their own reputations on the line and joins the show today to explore how financial advisors can reframe COI relationships by reducing that risk and building real trust over time. Dan is the owner of The Exchange, a virtual content platform and community focused on helping financial advisors master client acquisition and relationship-building. Listen in as he shares how to approach the first COI meeting to set the tone for a high-value relationship, why building credibility often takes months (or even years), and how to use client feedback to reinforce the COI's confidence in making future referrals. We also discuss creating regular touchpoints with COI partners, setting up COI mastermind groups to drive both learning and connection, and how finding partners who already serve your niche clients can lead to deeper, more consistent referral streams. For show notes and more visit: https://www.kitces.com/447

Big Ten Commissioner Tony Petitti wrote a letter to the NCAA's Committee on Infractions asking them to let Michigan go without any further punishment in the Connor Stalions case. That news broke Monday, in a story by Dan Wetzel of ESPN. So why is Petitti coming to the Wolverines' defense, how much will that impact the punishments the COI might ultimately lay out, and why is that story just coming out today?Tony Gerdeman of BuckeyeHuddle.com joins host Tom Orr to discuss all of that and more in this episode of the Buckeyes TomOrrow Morning podcast.