Podcasts about Due diligence

Guest: Gary Phelps | Property practitioner at the ICON Property Group Wasanga Mehana speaks to Gary Phelps, Property Practitioner at ICON Property Group, about how to choose a reputable estate agent and why finding the right fit is crucial to protecting yourself in property transactions, especially in light of recent fraud concerns in the sector. Early Breakfast with Africa Melane is 702’s and CapeTalk’s early morning talk show. Experienced broadcaster Africa Melane brings you the early morning news, sports, business, and interviews politicians and analysts to help make sense of the world. He also enjoys chatting to guests in the lifestyle sphere and the Arts. All the interviews are podcasted for you to catch-up and listen.Thank you for listening to this podcast from Early Breakfast with Africa Melane For more about the show click https://buff.ly/XHry7eQ and find all the catch-up podcasts here https://buff.ly/XJ10LBUListen live on weekdays between 04:00 and 06:00 (SA Time) to the Early Breakfast with Africa Melane broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3NSubscribe to the 702 and CapeTalk daily and weekly newsletters https://buff.ly/v5mfetcFollow us on social media:702 on Facebook: https://www.facebook.com/TalkRadio702702 on TikTok: https://www.tiktok.com/@talkradio702702 on Instagram: https://www.instagram.com/talkradio702/702 on X: https://x.com/Radio702702 on YouTube: https://www.youtube.com/@radio702 CapeTalk on Facebook: https://www.facebook.com/CapeTalkCapeTalk on TikTok: https://www.tiktok.com/@capetalkCapeTalk on Instagram: https://www.instagram.com/CapeTalk on X: https://x.com/CapeTalkCapeTalk on YouTube: https://www.youtube.com/@CapeTalk567See omnystudio.com/listener for privacy information.

Send us Fan MailIn this presentation, Richard C. Wilson shares how artificial intelligence is being used to improve investor due diligence, structure transactions, screen opportunities, build stronger platforms, and save hundreds of hours of work.He introduces Investor Super Intelligence, a specialized AI toolkit built for founders, investors, family offices, and capital raisers. Unlike general AI tools, these tools are trained around investor conversations, deal structures, pitch feedback, due diligence frameworks, and family office strategy.Topics include AI-powered pitch analysis, deal structuring, credibility checks, real estate deal vetting, due diligence reports, investor positioning, faster decision-making, and how specialized AI can help investors avoid wasted time and focus on higher-quality opportunities.https://familyoffices.com/

In the third episode of the PE Insight Series, Todd Taskey interviews eight private equity executives about the behavioral signs that reveal a founder's commitment to post-close growth beyond financial rollover. In this episode… Rollover equity may align incentives, but it doesn't always reveal whether a founder is truly ready for the next chapter. What signals do private equity investors look for when deciding if a founder is genuinely committed to building long-term value? Chad Scripps, Lee Minkoff, Larry Shagrin, Thomas Cooperrider, Stuart Coleman, Jamie Kennedy, Brian Shmidt, and Bill Sommerschield discuss founder commitment beyond financial rollover. With host Todd Taskey, they explain how founders signal real alignment, the importance of team exposure and succession planning, and how curiosity, candor, and growth planning shape investor confidence.

BU Bregal Unternehmerkapital gehört zu den aktivsten Mid-Cap-Investoren im deutschsprachigen Raum und hält aktuell Beteiligungen an rund 30 Unternehmen, davon gut ein Drittel im Software- und Tech-Segment. Was den Ansatz des Hauses prägt, ist die operative Tiefe. Pricing wird nicht als reines Finanzthema behandelt, sondern als Wertsteigerungshebel, und das schon ab dem ersten Tag der Due Diligence. Dr. Stephan Schmid, der die Beteiligungen im Softwareumfeld verantwortet, erklärt, wie BU die Preishistorie, das Preismodell und die Außensicht der Kunden früh in der Prüfung analysiert und daraus noch vor der Vertragsunterschrift einen Value Creation Plan ableitet. Der entscheidende Hebel liegt für ihn oft im Modell, etwa im Wechsel vom einmaligen Lizenzverkauf zur Subscription. Besseres Pricing zahlt dabei nicht nur aufs EBITDA ein, sondern auf alle Treiber des Multiplikators. Wie Schmid es formuliert: „Verbesserte Preismodelle, verbesserte Preissetzung zahlt halt auf jeden Multiplikatortreiber ein“. Wie das konkret im KI-Zeitalter aussieht, zeigt er an Portfoliofällen wie dem Schweizer CRM-Anbieter BSI und dem Legal-Tech-Unternehmen STP. Über den Gast Dr. Stephan Schmid ist seit zehn Jahren bei BU Bregal Unternehmerkapital in München und dort als Partner für die Software-Beteiligungen verantwortlich. Zuvor war er bei BC Partners in Hamburg und bei Goldman Sachs in Frankfurt tätig. Er hat Physik studiert und programmierte früher in C und C++, bevor er ins Beteiligungsgeschäft wechselte. Sein Fokus liegt auf wachstumsstarken Softwareunternehmen im DACH-Raum und auf der Frage, wie operative Hebel wie Pricing und Go-to-Market gezielt zur Wertsteigerung beitragen.

From selling candy in school as a kid in Medellin and getting robbed by his business partner, to riding the South Florida real estate boom and losing everything in the crash before he was twenty, Alex Lopez, CPA built his understanding of deals through lived experience long before he picked up an accounting textbook. Alex runs a CPA firm specializing in CFO services and tax minimization strategy, with over 12 years of experience at global accounting and consulting firms and in corporate America. He works with entrepreneurs in professional services, tech, and real estate, focused on helping them scale from six to seven to eight figures while keeping more of their profits out of the IRS's hands. His years as a financial auditor trained him to assess a business quickly, corroborate what owners claim, and identify which direction a company is actually trending. In this episode he walks through two contrasting deals: one where understanding why a buyer was willing to stretch above market multiples revealed hidden strategic value that let his client hold firm on price, and another where a single off-ratio insurance figure that nobody fully investigated masked a multi-million dollar misrepresentation that killed the deal entirely. He also shares the story of a seller whose insistence on cash over a higher leveraged offer turned out to have nothing to do with preference and everything to do with a pending white collar conviction. On tax planning, Alex is direct: by the time a deal is under letter of intent, several of the most powerful strategies are already gone. He walks through qualified small business stock, which can allow eligible founders to exit with little to zero federal tax on the capital gain from a business sale, but only if the company was structured as a C corporation and the stock held for at least five years. He described a young tech founder who called his firm last year with the deal locked and loaded to close, and paid a seven-figure tax bill because nobody had ever told him this option existed. The conversation also covers how S corporation elections that make sense for self-employment tax purposes can create complications in deals that include rollover equity, why founders who avoided C corp status to preserve early pass-through losses often give up far more in QSBS savings than they ever gained, and how structuring payouts over time can both spread the tax bill across lower-bracket years and give sellers leverage to negotiate a higher total price. For anyone building a business with any intention of eventually selling, this episode makes one thing clear: the time to think about these questions is years before you have a buyer at the table. FOR MORE ON ALEX LOPEZ, CPA: Website: AlexLopezCPA.com FOR MORE ON COREY KUPFER: https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00] - Introduction: Alex Lopez's background in CFO services and tax minimization [02:54] - First deal: selling candy in school and the partner who stole everything [13:48] - Using ratios and anecdotes to spot market exuberance before it corrects [21:31] - Finding hidden value and why a buyer's motivation is negotiating leverage [28:45] - Why tax planning needs to start before there is a deal on the table [32:13] - Structuring payouts over time to spread the tax bill and negotiate better terms [44:13] - The seller whose insistence on cash pointed to a white collar conviction[49:37] - What freedom means: being oneself and at peace with one's surroundings Guest Bio: Alex Lopez, CPA is passionate about helping business owners scale, increase profits, and minimize taxes. With over 12 years of experience working at global accounting and consulting firms and in corporate America, Alex runs a CPA firm specializing in CFO services and tax minimization strategy. He works primarily with entrepreneurs in professional services, tech, and real estate. Alex grew up in Medellin, Colombia and came to the United States in 1999, getting his real estate license straight out of high school before the 2008 financial crisis redirected him toward accounting. That combination of early deal experience and deep technical expertise informs how he advises clients on both the financial and structural dimensions of their transactions. Related Episodes:Episode 350 - Tom Dillon: Business Valuation and Exit Planning Realities: Understand how valuation works in practice and what drives the gap between what owners expect and what the market will pay.Episode 330 - Pete Mohr: Building Enterprise Value and Exit Readiness: Learn how operational decisions made years before a sale determine what a business is actually worth when it goes to market.Episode 339 - Solocast 74: Equitizing Key Employees and Succession Planning Strategies: Explore how entity structure and equity decisions made early shape your options when it is time to exit.

What really happens after a founder sells their company to private equity?In this episode of The Authority Company Podcast, Joe Pardavila sits down with veteran CEO, operating partner, and author Tyrone R. Johnson to unpack the realities most leaders never see coming after the deal closes.For many founders, selling their company feels like the finish line.Tyrone explains why it's actually the beginning of an entirely new phase filled with pressure, rapid change, identity shifts, leadership challenges, and difficult decisions.They discuss why private equity gets a bad reputation, what founders misunderstand about acquisitions, why some leaders “quiet quit” after a deal closes, and how culture problems get exposed fast when growth accelerates.This conversation goes beyond finance and into the human side of business transformation.Topics include:• Why private equity moves so fast• What founders emotionally struggle with after selling• Why some acquisitions fail• The pressure of scaling a company quickly• How private equity firms evaluate leadership teams• The role of culture during transitions• Why execution matters more than strategy• The importance of middle management during acquisitions• What separates successful founders from the ones who burn outIf you're a founder, executive, investor, entrepreneur, or someone navigating growth and leadership transitions, this episode gives you a rare inside look at what really happens behind private equity deals.Chapters:00:00 Introduction00:00:47 Why Private Equity Gets a Bad Reputation00:02:24 Debt, Layoffs, and PE Misconceptions00:03:46 Why Private Equity Acquisitions Are Everywhere00:05:35 Why Founders Think the Deal Is the Finish Line00:07:18 Operators vs. Private Equity Leadership00:08:44 The Reality After the Deal Closes00:10:49 Due Diligence and Middle Management00:13:28 Why Founders Must Let PE “Into the Family”00:15:28 Founder Identity and Losing Control00:18:43 How Many Founders Actually Stay?00:20:58 Ego, Leadership, and Emotional Adjustment00:24:00 Why Private Equity Exposes Weak Culture Fast00:26:10 The Pressure of the Five-to-Seven-Year Window00:28:43 Why Some Companies Fail to Scale00:33:13 When Private Equity Replaces Leadership00:35:39 Tyrone Johnson's Biggest Leadership Lesson00:38:35 Final Thoughts

Warum ist KI bei einer Investmentanalyse Chance und zugleich Gefahr? Anhand spektakulärer Fehlentscheidungen von Unternehmen und Fonds zeigt Andreas, weshalb Investoren Verantwortung niemals an Algorithmen abgeben sollten. Gleichzeitig beschreibt er, wie KI bei der Due Diligence enorm Zeit spart – wenn sie mit den richtigen Daten gefüttert wird. Außerdem geht es um den Wert von Erfahrung, Netzwerken und menschlichem Urteilsvermögen im KI-Zeitalter.

In this insightful interview, Ayse shares her expertise in multifamily real estate, land development, and international investment opportunities, focusing on Northern Virginia and Turkish investors. Discover how she manages risks, builds her network, and plans large-scale projects like a 300-unit apartment complex.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Mathew Owens is a CPA, real estate investor, and founder of OCG Capital. He shares with us the strategies behind building a real estate empire that spans more than 1,500 units, over 1,000 home flips, and more than $500 million in loans to investors. Matt has also raised over $200 million in private capital, giving him a unique perspective on what separates successful investors from those who struggle to scale. We dive into his disciplined approach to investing, including the 200-point due diligence checklist he uses to evaluate opportunities and minimize risk before committing capital. Matt shares lessons learned from decades of experience as both an active operator and passive investor, offering practical insights on finding quality deals, raising private money, building passive income, and creating long-term wealth through real estate. This episode is packed with actionable advice from someone who has successfully navigated nearly every corner of the real estate investing world.SUBSCRIBE IF YOU'RE LOOKING TO BUILD WEALTH THROUGH OPPORTUNITIES IN THE REAL ESTATE INDUSTRY ✅ http://relfreedom.tv  GET STARTED INVESTING TODAY AND ACCESS OUR DEAL LIST! 

In this episode of Third Party Risk Perspectives, Elliot Berman is joined by Christopher Sindik of Blue Umbrella to break down the latest trends shaping due diligence and third-party risk management in 2026. Drawing on real client data and global insights, they explore how shifting supply chains are driving a 15% migration in due diligence activity across regions, particularly toward India and Latin America. They also discuss the growing demand for deeper investigative methods, including reputational inquiries and on-the-ground site visits, which have seen a notable rise as organizations seek to validate what can't always be uncovered through desktop research alone. Finally, the conversation dives into the growing importance of identifying ultimate beneficial ownership (UBO), as organizations go beyond surface-level ownership to uncover hidden risks amid evolving global regulations. Whether you're navigating new markets or strengthening your compliance framework, this episode offers practical insights to help you stay ahead of emerging third-party risks.

Environmental due diligence plays a central role in commercial real estate and corporate transactions, particularly since federal and state laws can hold property owners responsible for contamination regardless of fault. For buyers, investors, and lenders, getting ahead of these risks is essential to protecting deal value and avoiding costly surprises. In this episode, James O'Brien and Eric Greenberg are joined by Jon Bull to unpack the fundamentals of environmental due diligence, with a focus on Phase I Environmental Site Assessments, including what they cover, why they matter, and how to use them effectively in real estate transactions. Read the full transcript here: https://www.seyfarth.com/dir_docs/podcast_transcripts/The-Property-Line-Environmental-Due-Diligence.pdf

Conversation with Washington Post columnist and political scientist Shadi Hamid on American power, democracy, and the case for hegemony in the 21st centuryIs America a force for good in the world? It's a question that has become increasingly uncomfortable to ask—and even more uncomfortable to answer. In this episode of Due Diligence, I sit down with political scientist, columnist, and author Shadi Hamid to explore one of the central tensions of modern politics: how should we think about American power in a world where power is unavoidable? Drawing from his new book, The Case for American Power, Shadi argues that while America has often fallen short of its ideals, it remains the least bad option in a world where someone will inevitably wield power. Throughout the conversation, we wrestle with a question that sits at the heart of Due Diligence: How do we hold America accountable for its failures without losing sight of what makes the American project worth preserving? Whether you're skeptical of American power, broadly supportive of it, or deeply conflicted about both, this conversation offers a thoughtful exploration of democracy, empire, idealism, realism, and the future of the international order.(00:43) Meet Shadi Hamid(01:56) Why power must be embraced(04:14) Why America is morally superior among great powers(05:28) The Nirvana fallacy (09:28) Is American foreign policy responsive to democracy?(12:09) How Gaza became a progressive litmus test (15:13) James Baldwin's argument(17:37) Why Democratic pride in America collapsed (20:44) Pride in country vs. love of country(25:17) Why American hypocrisy is a feature, not a bug(33:50) Sincerity vs. propaganda(36:21) Why having ideals makes America different(37:53) Why presidents fold on their foreign policy promises(41:15) The Obama tragedy & disappointment(42:59) How Obama obstructed Arab democracy(45:37) The uncomfortable reason America doesn't support Arab democracy(48:02) When America chose the moral path (51:23) Why supporting democracy is in America's self-interest(54:27) Why China's rise has been overstated(59:43) The role of cultural values in democracy(01:03:50) Idealism vs. realism(01:06:35) The challenge of writing this book(01:08:54) Why America's advantage is immigrationAbout Shadi HamidShadi Hamid is a columnist at The Washington Post, where he focuses on culture, religion and foreign policy. He is also a senior fellow at Georgetown University's Center for Muslim-Christian Understanding. Previously, he was a senior fellow at the Brookings Institution and a contributing writer at The Atlantic. Hamid is the author of several books, including most recently, “The Case For American Power.” In 2019, Hamid was named one of the world's top 50 thinkers by Prospect magazine. He is also the co-founder of “Wisdom of Crowds,” a podcast, newsletter and debate platform. Hamid received his B.S. and M.A. from Georgetown University's School of Foreign Service and his PhD in political science from Oxford University, where he was a Marshall Scholar.Subscribe & followDue Diligence SubstackDue Diligence InstagramDulma's Instagram

Episode 3 of Rethinking EHS, Season 3 focuses on the transformation of risk management in a rapidly changing global environment. The discussion highlights how modern risks now spread faster than ever through interconnected supply chains, social media, workforce pressures, and geopolitical instability.  The episode also explores how organisations are using leading indicators, management systems, and predictive approaches to identify operational risks earlier, while integrating EHS considerations into due diligence, procurement, sustainability, and organisational change processes. Ultimately, the episode underscores that resilience depends on organisations proactively understanding risk, improving communication, and embedding risk management into every level of business decision-making. Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. *** Guest quotes: Alizabeth Smith: “The risk they hadn't controlled, the risk they hadn't looked at, was cultural.” Alizabeth Smith: “If you don't deal with communication and consistency, people start believing the program will change in six months anyway.” *** Timestamps: 00:00:00 – Introduction to cultural risk management  00:00:33 – Case study: when strong systems still failed  00:01:25 – Identifying cultural breakdowns and lack of trust  00:02:46 – Communication silos in large organisations  00:03:55 – Building a global risk register and consistent controls  00:05:00 – Why onboarding and training often fall short  00:06:09 – Wearables, micro-training, and new approaches to engagement  00:07:27 – Executive incentives and unintended reporting behaviours  00:09:39 – Leading indicators versus lagging indicators  00:11:44 – Case study: transforming culture in a global manufacturing company  00:15:04 – Developing future EHS leadership internally  00:15:51 – Closing reflections  Sponsor Copy Rethinking EHS is brought to you by the Inogen Alliance. Inogen Alliance is a global network of 70+ companies providing environment, health, safety, and sustainability services, working together to provide one point of contact to guide multinational organizations to meet their global commitments locally. Visit inogenalliance.com to learn more. Produced by Madcontent.co.nz *** Links  https://Inogenalliance.com/resources https://Inogenalliance.com/podcast Keith on LinkedIn: https://www.linkedin.com/in/keith-knoke-27587a7 Alizabeth on LinkedIn: https://www.linkedin.com/in/alizabeth-aramowicz-smith-61618615/ Chris on LinkedIn: https://www.linkedin.com/in/chris-trim-51637831/

John Merine shares his journey from traffic engineering to successful multifamily real estate investing in Tampa. Discover how his analytical skills, market strategies, and operational insights drive his growth and success.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Master-planned community development projects are becoming increasingly complex and time-consuming, making early planning even more vital to a successful project. Listen in as Brownstein's Greg Vallin interviews Brian Hart, director of engineering at Redland, on the ins and outs of master-planned community development, the difference in working with developers and landowners and critical due diligence steps.

S04E03: M&A Del 1 – Due diligence och världen av företagsförvärv by Delphi

What do you look for in your coaching?  What are some considerations and ‘red flags' when hiring a coach?  Extensive due diligence is critical when making the decision to hire the person that will play a critical role in the journey you will take in endurance sports. A call from one of Koa Sports favourite hype guys who recently tied the knot!  A low-key ceremony followed by a romantic afternoon to celebrate the nuptials. IRONMAN Cairns is coming in HOT, it's a stacked AG field and we are just happy to be a part of it, chasing our 5th IRONMAN TriClub title in a row in Cairns.  Perform Sunday, dominate Monday. Join the Tribe. www.koasports.com.au   

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. 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… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. 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 road map 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.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

Sende uns Deine NachrichtZwei KI-Agenten sprechen in dieser Folge über den Strukturbruch, den Künstliche Intelligenz in der Rechtsbranche auslöst. Im Zentrum steht nicht nur effizientere Software für Kanzleien, sondern ein grundlegender Wandel von Geschäftsmodellen, Ausbildungswegen und Verantwortung. Die Episode zeigt, warum juristische Arbeit neu gedacht werden muss und weshalb diese Entwicklung weit über den Rechtsmarkt hinaus für alle Wissensarbeiter relevant ist. Gleichzeitig geht es um die Frage, ob KI den Zugang zu Recht am Ende breiter und gerechter machen könnte.00:00 Die Rechtsbranche als abgeschottete Festung01:12 Warum KI die alten Burgmauern einreißt02:15 Wie KI juristische Wissensarbeit skaliert03:10 Due Diligence in Minuten statt Wochen04:36 Was der Wandel für junge Juristen bedeutet05:28 Systemkompetenz statt Fleißarbeit06:56 Warum das Stundensatzmodell kollabiert08:15 Legal Tech greift Kanzleien von unten an09:16 Vom Fallgeschäft zur präventiven Risikosteuerung11:33 Haftung, Halluzinationen und Datenlecks13:58 Warum Mensch und Maschine zusammen stärker sind15:05 Neue Berufsbilder zwischen Jura und Technologie17:18 Plattformisierung und die Zukunft des Rechtsmarkts18:44 Was alle Wissensarbeiter daraus lernen müssen20:02 Führt KI zu mehr Gerechtigkeit für alleSupport the show________________Wenn du uns dabei unterstützen möchtest, diesen Podcast zu einer Allianz von Zukunftsarchitekten der KI-Transformation zu machen, in der wir offen über Chancen, Risiken und reale Erfahrungen mit Künstlicher Intelligenz sprechen, dann abonniere uns auf Substack, YouTube, Spotify oder Apple Podcasts. Dein Abonnement kostet dich nichts, hilft uns aber sehr, noch mehr herausragende Persönlichkeiten für tiefgehende und inspirierende Podcast Gespräche zu gewinnen. Vielen Dank für deinen Support.Vernetze dich mit Norman auf LinkedIn:https://www.linkedin.com/in/muellernorman

Send us Fan MailIn this exclusive clip from a high-level investor panel, This investor shares blunt insights on why many Reg D investment deals fail investors, the hidden risks most people ignore, and what smarter investors are looking at instead heading into 2026.He also reveals why due diligence is everything, the lack of investor control in many private deals, and where he sees opportunity in specialty finance and alternative assets with low correlation.Topics Covered:✅ Why Reg D deals can be risky for investors✅ The problem with illiquidity and manager control✅ Hidden fee structures explained✅ Best niche alternative assets for 2026✅ 300 due diligence questions every investor should askIf you invest in private equity, real estate, hedge funds, venture capital, or alternative assets, this is a must-watch.

Join Scott Bursey as he interviews Joel Kraut of BRRRR Loans to explore the intricacies of the buy, rehab, rent, refinance, repeat (BRRRR) strategy. Discover how streamlined capital recycling and innovative financing can accelerate real estate portfolio growth, even in shifting markets.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Global trade volatility is reshaping how supply chains operate and putting new pressure on due diligence programs. In this episode of The PACE Perspective Podcast, we explore what's really happening on the ground, where programs start to break down, and how organizations can adapt through smarter, more targeted, and more engaged approaches to due diligence.Follow us on- Intertek's Assurance In Action ||  Twitter || LinkedIn.

15% הנחה למאזיני הפודקאסט בהרשמה לכנס האייג׳נטים של Startup fo Startup - The Third Wave בקוד קופון Pod15. כשחברה גדלה ומגיעה לבשלות, רכישות ומיזוגים (M&A) הופכת לכלי משמעותי כדי לרוץ קדימה ולהביא יכולות חדשות בלי לאבד את הפוקוס על מוצר הליבה. בפרק הזה אנחנו מציצים מאחורי הקלעים של הרכישה הראשונה של מאנדיי, הסטארטאפ הישראלי OneAI. רצינו להבין איך התהליך הזה נראה מהצד של החברה הרוכשת, ולדבר על נקודות שכדאי לסטארטאפים לקחת בחשבון כשהם נכנסים לתהליך כזה. יחד עם ויטלי מרגולין, דירקטור R&D במאנדיי ומי שהיה בצוות שהוביל את הרכישה, דיברנו על המורכבויות, ההזדמנויות והאתגרים. למשל, מה עושים כשהשוק משתנה כל כך מהר (במיוחד בעולמות ה-AI) והטכנולוגיה שאתה מנסה לקנות עלולה להפוך ללא רלוונטית עוד לפני שחתמת על החוזה? או איך בונים תהליך של אמון בין שני הצדדים? נגענו גם בדגלים האדומים שעולים ב-Due Diligence, כמו הפערים שמתגלים פתאום כשפותחים את הקוד או כשהמספרים לא לגמרי מסתנכרנים. מעבר למספרים ולחוזים, ויטלי מסביר למה בסופו של דבר חברות משקיעות באנשים ובצוות הרבה יותר מאשר בקוד או במוצר הנוכחי. פרק שעושה קצת סדר לכל מי שרוצה להבין איך תהליך רכישה נראה מבפנים, ומביא תובנות על בניית מערכת יחסים מבוססת אמון והחשיבות של שקיפות מלאה מהרגע הראשון.See omnystudio.com/listener for privacy information.

In this episode, Alex Zhang shares his journey from construction to real estate investing, emphasizing the importance of vetting deals and people, and explaining passive investment strategies in real estate development.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

With Ricky Smith—Founder & Managing Partner, Inspired Wealth Planning Overview Jason Diamond speaks with Ricky Smith of Inspired Wealth Planning about leaving Edward Jones after 30 years, evaluating 12 firms, and building an independent business that grew to $1.25B in assets under care in less than three years. Listen in… > Download a transcript of this episode… 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. Watch… https://youtu.be/cobAfEl0_To About this episode… What happens when you stop thinking like a renter and start thinking like an owner? Not just in theory, but in how you run your business, make decisions, and show up for clients. For Ricky Smith, that question didn't come at the beginning of his career. It came 30 years later, after building a highly successful practice at Edward Jones and beginning to see the business through a different lens. Today, Ricky is the founder and managing partner of Inspired Wealth Planning, the independent firm he built with Kestra Private Wealth Services. Since launching in March 2023, the firm has grown to over $1.25B in assets under its care across seven locations. What makes this story interesting isn't just the move—it's how intentional it was. Ricky didn't rush into independence. He spent a year evaluating 12 different firms and paths, clarifying what mattered most, and ultimately making a decision based on people and alignment, not just economics. Ricky shares his journey with Jason Diamond, including: His approach to due diligence—and why he dove deeper into the weeds before he was satisfied with his next steps. Reconsidering the wirehouse model—and why he felt independence was the best path forward. The “ownership mindset”—and how that drives his values and processes. The early phase of independence—and why it's less about growth and more about getting the structure right. Growing by 50%—and what “breakthroughs” he had in less than three years. Ricky offers the perspective that making the leap to independence may be “short-term hard,” but you're working toward building a business that's designed to be “long-term easy.” And there's another broader idea worth paying attention to: Most advisors don't lack options; they hesitate to act on them. Listen in for sage advice from an advisor who has lived in the wirehouse world and is now independent—and has realized the value of ownership. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources Diamond Consultants Edward Jones Advisor Transition Report 2025This “firm-focused report” seeks to look under the hood at movement to and from Edward Jones from January to June of 2025. The Cost of Clarity: What Advisors Stand to Gain and Lose When Their Firm Shows Its HandWhen firms become explicit about who and what they value, it's time for advisors to read those signals and respond. The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move. Ricky SmithManaging Partner Ricky Smith is the founder and Managing Partner of Inspired Wealth Planning. Inspired Wealth Planning is group of like minded veteran financial advisors who serve their clients and local communities across Georgia and now even Ohio. Before founding Inspired, Ricky worked as a financial advisor for 39 years. Primarily as an employee of a nationwide financial firm. Wanting to have more control over the outcomes for clients, his team and his own career, he left the employee model to join an independent firm – Kestra Private Wealth Services. After opening the Kestra based office, other advisors inquired about joining Inspired. Within the first 36 months, Inspired grew to 7 locations, 10 advisors, 14 support staff and over $1.2 billion in assets under care. In February 2026, Inspired was selected as the Outstanding Business of the Year for Kestra Financial (the parent company of Kestra Private Wealth). This was the first time that any firm from Kestra Private Wealth had ever been selected for that award. In early April the firm was on the cover of Advisor Hub magazine and in mid-April, Ricky was selected for the Forbes/Shook Best in State Wealth Advisors for the state of Georgia. An Honor that he has received 3 times in the past 5 years. Ricky lives in Cordele Georgia with his wife, Patti and their tuxedo cat Oreo. They have a daughter, Brooke, who lives in Maryland. Ricky has been a loyal member and participant with the local Chamber of Commerce for 42 years, serving as chairman in 1999. He and Patti are long-time members of Cordele First Church and supporters of the local chapter of Celebrate Recovery.

What does it take to redefine entrepreneurship for both impact and profit, and can owning less of a company mean achieving more? In this episode of The Angel Next Door Podcast, listeners are invited to consider how traditional business structures and investment models can be transformed for greater societal good without sacrificing returns. Blake Jones joins Marcia Dawood as today's guest—a self-described accidental entrepreneur who transitioned from engineering in the oil and gas sector to pioneering employee ownership through Namaste Solar. His journey includes international work in renewable energy, founding a successful solar cooperative, and now leading the innovative Kachuwa Impact Fund, which democratizes impact investing via a cooperative model boasting over 300 members and nearly 100 diversified assets. The episode takes a deep dive into how Blake Jones and the Kachuwa Impact Fund structure investments to balance financial returns with meaningful impact. Offering an accessible, diversified portfolio that pays annual dividends, the fund supports employee ownership conversions, affordable housing, and more—all governed democratically. If you've ever wondered how to invest for impact while still earning returns, or how cooperatives operate in practice, this episode is a must-listen for its fresh perspectives, practical insights, and inspiration for anyone looking to shake up traditional business and investing models.   To get the latest from Blake Jones, you can follow him below! https://www.linkedin.com/in/blake-jones-ab044925/  https://www.kachuwaimpactfund.com/   Sign up for Marcia's newsletter to receive tips and the latest on Angel Investing! Website: www.marciadawood.com Learn more about the documentary Show Her the Money: www.showherthemoneymovie.com And don't forget to follow us wherever you are! Apple Podcasts: https://pod.link/1586445642.apple Spotify: https://pod.link/1586445642.spotify LinkedIn: https://www.linkedin.com/company/angel-next-door-podcast/ Instagram: https://www.instagram.com/theangelnextdoorpodcast/ TikTok: https://www.tiktok.com/@marciadawood

Investment Management due diligence is evolving but many firms are still held back by slow, fragmented processes and outdated workflows.In this episode of The Legal Zeidgeist, Kate Horgan is joined by Mathilde Stich, Head of Due Diligence at Zeidler Group, to explore how due diligence is changing in 2026 and where it still falls short.They unpack where processes most commonly break down, the inefficiencies that continue to slow firms down, and how technology, particularly AI, has started to make a real impact, from intelligent autofill to smarter data reuse.But it's not all about automation. Mathilde and Kate also discuss why human judgment remains critical, especially when it comes to risk assessment and decision-making.Looking ahead, Mathilde explains how firms can move from bottlenecks to breakthroughs, building due diligence processes that are not only faster, but more flexible, more consistent, and ultimately more effective at managing risk.

In this episode, Cody Crabb interviews Avi Kaufman, co-founder of FutureLot, about how AI-powered tools are transforming real estate development. They explore how FutureLot helps investors, homeowners, and builders quickly assess property potential, navigate zoning laws, and streamline decision-making to address the housing shortage.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

What Every Minpaku Investor Must Understand Before Buying in Japan. The autumn session will take place on 17-18th October, 2026 - subscribe & watch this space for the official announcement, early-bird discounted tickets registration, and list of speakers for the next event!

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Send us Fan MailFamily Office Club Monthly Live ForumLive Capital Raising Strategy, Investor Feedback & Applied AI ToolsJoin the Family Office Club Monthly Live Forum — a live, interactive working session focused on real-world capital raising strategy, investor positioning, and the practical use of AI tools for founders, fund managers, and serious dealmakers.This is not a passive webinar or slide presentation. Each session is built around live interaction, real-time feedback, and practical implementation.Inside the live forum we cover:✅ Live hot seats and strategic feedback✅ Real-time pitch reviews and investor positioning guidance✅ Applied AI demonstrations for investor research, outreach, due diligence, and deal structuring✅ Platform-building feedback based on how sophisticated investors and family offices actually evaluate opportunities✅ Tactical insights from active capital raisers, investors, and industry operatorsOur investor club offers 30 nationwide events a year, 10,000 registered investors, and 50 proprietary AI tools built specifically for capital raisers, investors, and founders.The Family Office Club hosts investor events across Dallas, Beverly Hills, South Florida, and New York, and we believe meeting investors in person is 16x more effective than pitching virtually.Our proprietary AI tools are trained using insights gathered from thousands of investor conversations, live events, investor mandate interviews, workshops, and over 3 million words of investor transcripts. These tools are designed to help members:• Improve investor targeting• Refine pitch messaging• Structure stronger deals• Conduct due diligence faster• Save hundreds of hours through automation• Build more effective investor pipelinesHow To Prepare (Strongly Recommended)Attendees who get the most value from these sessions typically:• Join live and stay for the full session• Bring a current capital raising or investor positioning question• Review their pitch deck, one-liner, or assumptions beforehand• Participate actively in Q&A and discussionHot seat participation and deeper strategic feedback are prioritized for active members, but public attendees consistently gain valuable insights simply by observing how live investor feedback and strategic decisions are handled in real time.What Members Receive Beyond The Live SessionMembers receive access to:✔ Priority hot seats and deeper live feedback✔ Session recordings and archives✔ 50+ proprietary AI tools for investor targeting, due diligence, pitch refinement, and deal structuring✔ 30 nationwide in-person investor events and summits✔ Investor databases and networking resources✔ The Family Office Club member portal and investor toolkitAdditional workshop topics inside our ecosystem include investor outreach strategies, capital raising systems, due diligence, investor influence, deal structuring, and pitch optimization.LogisticsYou will receive reminder emails from Zoom as the session approaches.Please join from a stable internet connection and plan to attend live for the best experience.We look forward to having you join us. Feel free to text me directly with any questions.For details on upcoming in-person investor club events, visit:

In this episode, Bill DiConza shares his expertise in land use, property subdivision, and real estate investment in Long Island's Hamptons and North Fork. Discover his strategic approach to property acquisition, subdivision, and building a sustainable land development business.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

JOIN THE SECOND CHANCE SDPN BRACKET CHALLENGE! https://app.sparc.fun/b/sdpnbracket On this episode of The Steve Dangle Podcast, 00:00 Chayka and Sundin are introduced 25:00 Chayka, Sundin, and Pelley are asked questions 1:29:00 Shane Doan and Chayka's relationships 1:39:00 Vancouver interviews Pierre Dorian 1:42:00 Ridly Greig gets two games Visit this episode's sponsors: The Toyota Tacoma is the ultimate power play during Red Tag Days. Visit http://shoptoyota.ca/ Canada's game

Debt funds are having a moment but most LPs still don't have a clean framework for where private credit fits inside a real estate portfolio, or how to diligence a fund beyond “it's first lien” and a headline return. In this episode, Chris Lopez sits down with Whitney Elkins-Hutten to break down a simple (but powerful) portfolio exercise Whitney built for herself: categorize every asset by risk and liquidity, then work backward from a real cashflow target to build an “income sleeve” that can hold up when equity cashflow gets compressed. Whitney explains why she doesn't start with percentages, how she thinks about taxable vs. retirement capital for early retirement timelines, and how she reinvests income to steadily grow both the debt and equity sides of the portfolio. Then they go deep on debt fund due diligence, Whitney's “four-part” risk lens (capital position, asset type, development phase, and legal structure) and the three buckets she uses to evaluate a fund once you're past the basics: People, Processes, and Protections. They also cover practical verification steps LPs can take (without needing a social security number), what she wants to see in reporting, when a missing loan tape is or isn't a dealbreaker, how to think about third-party reviews vs. audited financials, and why leverage inside a debt fund can quietly flip your real position in the stack. Key Takeaways A portfolio exercise for building an “income sleeve” and working backward from your cashflow number (not arbitrary percentages) How to think about liquidity and reserves as your “oxygen mask” before chasing returns Debt fund risk framework: capital position + asset type + development phase + legal structure Debt DD simplified: underwriting the People, the Processes, and the Protections What Whitney wants to see in monitoring: monthly payments, draw cadence, early warning signals, and workout plans Loan tape reality: why some operators won't share it, what they should provide instead, and when third-party verification matters most Leverage in debt funds: why a warehouse line can be fine at low levels and why high leverage can make you “behind the bank” Fraud and “messy middle” risks: cross-collateralization, self-dealing permissions, and what to confirm in the PPM How to validate third-party financials: trust-but-verify steps (including confirming directly with the auditor) Disclaimer The content of this podcast is for informational purposes only. All host and participant opinions are their own. Investment in any asset, real estate included, involves risk, so use your best judgment and consult with qualified advisors before investing. You should only risk capital you can afford to lose. Past performance is not indicative of future results. This podcast may contain paid advertisements or other promotional materials for real estate investment advisers, investment funds, and investment opportunities, which should not be interpreted as a recommendation, endorsement, or testimonial by PassivePockets, LLC or any of its affiliates. Viewers must conduct their own due diligence and consider their own financial situations before engaging with any advertised offerings, products, or services. PassivePockets, LLC disclaims all liability for direct, indirect, consequential, or other damages arising out of reliance on in

Private equity portco CEO Jeremy Jones uses cultural alignment for due diligence in private equity — not financials — as the first filter in every acquisition. The result: Frazier & Deeter has grown from 530 to 850 people in seven months through three deals, with a fourth closing next week. Jones walks through the three-year decision process behind the firm's partnership with General Atlantic, why his CPO sat in all 25 to 30 PE meetings and called HR counterparts at existing portfolio companies, and what the first 24 hours post-acquisition actually looks like for employees who found out the night before. He also addresses the hardest question in people-first PE strategy: is culture a trade-off against financial performance, or the operating system that produces it? For PE operating partners, portfolio company CEOs, and leaders navigating acquisition, organizational design, and AI workforce strategy. 00:00 The Journey of Due Diligence in Private Equity 09:47 Cultural Alignment in Acquisitions 16:30 Day One Post-Acquisition 23:56 Defining Success Beyond Financials Subscribe to the LeaderbookAI Podcast for conversations with leaders shaping the future of work, leadership, and AI.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Elliot Holland. The managing partner of Guardian Due Diligence. Here’s a breakdown of the key topics and highlights: Key Themes & Highlights Buying Small Businesses vs. Franchises Holland explains the differences between purchasing a franchise and acquiring an independent business. He highlights the risk-reward balance, noting that franchises offer a structured model, while independent businesses can be more lucrative but require deeper due diligence. Financial Strategies for Business Acquisition He discusses the SBA 7(a) loan program, which allows buyers to acquire businesses with 90-95% financing, making ownership more accessible. Holland explains how leveraging financing can turn a small investment into a million-dollar business. Due Diligence & Avoiding Bad Deals He emphasizes the importance of financial diligence to ensure buyers don’t acquire failing businesses. Holland shares red flags to watch for, such as misleading financials and sellers masking poor performance. Masterclass for First-Time Buyers Holland introduces his Business Buying Masterclass, designed to educate entrepreneurs on the acquisition process. He provides one-on-one coaching, helping buyers navigate financing, negotiations, and deal structuring. Success Stories & Case Studies He shares examples of clients who successfully acquired businesses, including a 24-year-old entrepreneur and a 60-year-old investor. Holland highlights how his expertise helped buyers secure financing, conduct due diligence, and close profitable deals. About Elliot Holland & Guardian Due Diligence Elliot Holland is a Harvard MBA, private equity investor, and business acquisition expert. He founded Guardian Due Diligence to help first-time buyers confidently purchase profitable businesses. His firm specializes in financial diligence, ensuring buyers make informed decisions and avoid costly mistakes. Through his masterclass and consulting, Holland empowers entrepreneurs to build wealth through business ownership. #BEST #STRAW #SHMS Steve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

This week, we sit down with investor Kasey Hilgers and unpack the dark side of private money lending. We walk through how Kasey's very first deal—a $30K second-position lien on a nearly finished flip—went sideways when the borrower failed to refinance and her money was stuck for years. We talk about: Why second-position liens are so much riskier and what it means when the first-position lender can wipe us out How scaling too fast, sloppy bookkeeping, and “robbing Peter to pay Paul” put our capital at risk as private lenders The creative strategy we used with a DSCR lender so Casey could take over the property and claw back her $30K How we underwrite now: vetting both borrower and deal, insisting on a recorded promissory note and deed of trust, and avoiding “silent seconds” How we decide how much we can emotionally and financially afford to lose on any one loan We wrap by debating what matters more to us as lenders—a great deal or a great borrower—and how that answer has evolved.     Resources: Simplify how you manage your rentals with TurboTenant Get in touch with Envy Investment Group Connect with Kasey on Instagram Make sure your name is on the list to secure your spot in The WIIRE Community  Leave us a review on Apple Podcasts Leave us a review on Spotify Join our private Facebook Community Connect with us on Instagram

Right now, when you buy two months of BlueChew Gold, you get the third for FREE with promo code RUMOR. Visit BlueChew.com for more details and important safety information, and we thank BlueChew for sponsoring the podcast. Get 50% off FOR LIFE, Free Shipping AND 3 Free Gifts at Mars Men at Mengotomars.com Start your new morning ritual & get up to 43% off your @MUDWTR with code RUMOR at mudwtr.com/RUMOR! ⁠#mudwtrpod Learn more about your ad choices. Visit megaphone.fm/adchoices

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A Special Industry Update, With Jason Diamond and Mindy Diamond Overview Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  Listen in… > Download a transcript of this episode… 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. Watch… https://youtu.be/WZbUZJZK1yc About this episode… There's been a noticeable shift in how advisors approach decisions about their business. Not necessarily in whether they're exploring change, but in what they focus on when they do. A previous conversation, called The Advisor Transition Playbook, covered the mechanics of a move: how due diligence works, what a transition actually entails, and how to think through the process. What's become more apparent since then is that the inputs to that process are evolving. While the traditional drivers remain, additional considerations – some of which didn't even exist a few months ago – have been layered on top. Things like: Artificial intelligence or AI—and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value—showing up in conversations even for advisors who don't technically “own” their business but are thinking more critically about what they're building over time. Stability, ownership, and flexibility—what happens to the firm itself, and whether advisors retain the ability to adapt again if circumstances change. In this episode with Mindy Diamond, she and Jason explore what they're seeing in real-world conversations. They unpack the newer triggers of advisor movement and the impact on how decisions are being made today. It's a deeper dive into what advisors should know about due diligence and transitions, with actionable advice on areas to cover and steps to take for an effective, efficient process in the new world order. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In BetweenFrom due diligence to culture fit, client communication to deal evaluation, there's far more to moving than meets the eye in this special Industry Update. Conducting a Strategic Due Diligence Process: 10 Practical Tips for Financial AdvisorsWe've compiled these 10 tips to serve as a practical guide to navigating the process with efficiency. The 4th Annual Advisor Transition ReportA data-driven look at where advisors are moving, why they're making changes, and what it means for your business in 2026.

Welcome to Bond Investment Mentor! In this episode, Chris discusses the importance of establishing a solid investment pre-purchase due diligence process. He shares a four-question framework to help build a system that works both before and after the investment purchase. In this episode: Fed & Market Update (2:08) Visa Class B repurchase offer (Visa announcement) (13:01) Your Pre-Purchase Due Diligence Process (18:08) Free download:  Pre-Purchase Due Diligence Checklists (32:55) If you have questions about anything covered in this episode, please email me at Chris @ BondInvestmentMentor.com. Do you know someone who could benefit from this information? Please share this episode and podcast with them! You will find more articles, tips, and resources about fixed-income investing and portfolio management at BondInvestmentMentor.com. Check it out! Let's Connect via Social Media! LinkedIn: Christopher Nelson, CFA

In this episode, Angelique Njie shares her journey from Navy civil engineer to successful real estate investor in Atlanta. She discusses her strategies for finding off-market deals, leveraging her technical background for due diligence, and scaling her rehab projects rapidly. Learn how to avoid common pitfalls and accelerate your real estate investing journey.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Brandon McCraney, the owner and master blender of Old Raleigh Distillery in Zebulon, North Carolina. Brandon details his diverse career journey. from working in hospitality during college to serving as an Air Force officer and a corporate executive—before a pivotal "failure" to secure a VP role led him to pursue his passion for bourbon. He describes the grueling four-year process of opening his distillery, which involved navigating the intense regulations of the spirits industry, facing twelve bank rejections, and eventually emptying his 401k to open during the COVID-19 pandemic. Central to Brandon's leadership philosophy is the concept of "Extreme Ownership," where he takes full responsibility for team outcomes to create better protocols rather than placing blame. He also explains his strategic decision to focus on the art of blending over traditional distillation, allowing for greater creative freedom and the ability to master his craft through high-volume experimentation . Ultimately, Brandon attributes the distillery's success and its hundreds of five-star reviews to his team's ability to flourish within established "field goal posts" of autonomy.10 Key TakeawaysHospitality Roots: Early restaurant work provides a critical foundation for understanding the "grind" and the value of immediate customer feedback.Failure as Redirection: Missing out on a high-level corporate title can be the catalyst needed to transition into entrepreneurship.Due Diligence is Mandatory: Success in highly regulated industries like spirits requires extensive upfront education on "the red tape".Persistence Pays Off: Securing funding may require dozens of attempts; Brandon was rejected 12 times before finding a lender.Legislative Pivots: Staying informed on local laws can reveal new revenue streams, such as the shift in North Carolina allowing distilleries to operate as full bars .Extreme Ownership Mindset: Leaders stay in control when they analyze their own role in a team's mistakes instead of blaming staff.Distilling vs. Blending: Identifying the difference between a manufacturing process (distilling) and an art form (blending) helps clarify a brand's unique passion.The "Field Goal Post" Management Style: Providing clear boundaries (field goal posts) while allowing autonomy within them empowers employees to make confident decisions .Mastery Through Repetition: Achieving mastery requires "putting in the reps"; Brandon blends nearly 20 times more products annually than traditional large brands to sharpen his palate .Trusting the Team: To scale a business, owners must "let go" and provide a foundation where staff can flourish independently.

We speak to an Hawaiian couple who are about to buy a holiday condo in one of Japan's major cities - here's what they need to know.

Saurabh Gupta, founder of Binocs, and provides a brief background on his career at KPMG and Verizon. Saurabh explains that Binocs uses generative AI to accelerate commercial due diligence, industry analysis, and company analysis. The tool is designed to support private equity clients, particularly in analyzing private companies. Saurabh mentions that the focus of the demo will be on industry analysis and investment memos. Binocs Home Page A Demonstration of Binocs Saurabh navigates to the commercial due diligence section of Binocs, highlighting four main areas: industry analysis, investment memos, growth strategy, and valuation analysis.  Industry analysis Saurabh explains the process of conducting an industry analysis, including selecting a geography, industry segments, key players, and uploading documents. The tool allows for detailed analysis at various levels, from country to state, and is used globally by clients in different regions. The inputs required for an industry analysis,  include industry name, geography (state, country or region), and optional focus area description and project code. How Binocs Generates Industry Reports Saurabh demonstrates how to input data for an industry analysis, selecting Colorado as an example geography. Geography Input The report generated includes an executive summary, industry overview, industry segments, key industry trends, customer overview, industry market size, and more. The report also includes references and sources used in the analysis, which can be linked to for further information. Company Snapshot Saurabh explains that the system builds a knowledge base each time a report is run, searching the web for relevant information and creating a detailed issue-tree based approach to identify the right references.  Product Report Exporting Reports When asked if the reports can be exported and shared with listeners, Saurabh confirms that they can be downloaded as PowerPoint presentations or PDFs. The system allows users to share the report link without requiring a login, making it accessible to others. The extensive amount of information in the report, including various topic areas and subcategories is highlighted. Saurabh mentions that the report can take 30 minutes to 60 minutes to run, depending on the granularity of the analysis. Building Market Models Saurabh explains that the system not only compiles information but also performs cognitive work, such as building market models and triangulating market sizes. The system can calculate market sizes by analyzing various factors, giving an example of market sizing of Building Materials Distribution market size through the US value of construction, material share, and distribution margins. The detailed logic and assumptions used by the system allows users to audit and adjust the results. Market Size Estimation Saurabh provides an example of how the system triangulates market sizes and builds multiple market models for accuracy. Competitive Positioning Saurabh discusses how the system can analyze competitive positioning using social media reviews, G2 reviews, and comparative literature. The system can also perform financial benchmarking by connecting to public filings and comparing public competitors' revenue growth, profitability, and operating efficiency. It is noted that the system currently does not allow downloading data into Excel but mentions it is on the roadmap. Saurabh highlights the potential inorganic opportunities identified by the system and the detailed competitor profiles available in the appendix. The Company Profile Section Saurabh introduces the company profile section, which includes an investment memo for conducting a deep dive into a company. Investment Memo The system can generate an overview of the company's geographical footprint, products and services, distribution channels, and key purchasing criteria. The report also includes industry analysis and financial benchmarking, if financial data is available. Pricing Structure The conversation turns to the pricing of the reports, and Saurabh explains that unlimited access to the portal, which includes industry analysis and commercial due diligence reports costs $2,500 per month for three seats, while individual industry reports cost $500 each. The system allows users to purchase credits and run analyses as needed. Saurabh provides an overview of the current user base, which includes consulting firms, private equity companies, investment banks, and corporates. The system is used for various purposes, such as pre-LOI research, growth strategy, and industry analysis. Additional Features Saurabh mentions additional features like a chatbot that can answer questions and build proposals, interview guides, and expert interview notes. The system can connect to proprietary data sources and subscriptions, enhancing the depth of the analysis. The comprehensive nature of the tool and its potential to save time and resources for consultants and investors is a major benefit.  Umbrex Members Discount: Saurabh is offering a 20% discount to Umbrex members. They recieve a discount coupon on the payment page when they sign up using a referral link.   someone signs up using a referral link then they will get a discount coupon on the payment page. Disclaimer: The Binocs reports have been entirely generated by Artificial Intelligence. The research and insights provided are based on information we consider reliable at the time of generation. However, we do not guarantee the accuracy, completeness, or timeliness of this information. This report is intended for informational purposes only and should not be used as the sole basis for making investment decisions. Readers are encouraged to perform their own due diligence or consult with professional advisors before taking any action based on this content. Please note that any reliance on this report is at the reader's own risk, and we disclaim all liability for any potential errors or omissions.   Timestamps: 02:22: Demo of Binocs: Industry Analysis and Investment Memos 05:29: Generating an Industry Analysis Report 07:13: Exporting and Sharing Reports  09:49: Cognitive Work and Market Modeling 13:45: Competitive Positioning and Financial Benchmarking  17:06: Company Profile and Investment Memo  26:18: Pricing and User Base 29:10: Additional Features and Future Plans    Permalinks: PowerPoint: IR Building Product Distribution Binocs Concise PowerPoint: IM Hammertech Binocs PowerPoint: IR Building Product Distribution Binocs Disclaimer: The Binocs reports have been entirely generated by Artificial Intelligence. The research and insights provided are based on information we consider reliable at the time of generation. However, we do not guarantee the accuracy, completeness, or timeliness of this information.  This report is intended for informational purposes only and should not be used as the sole basis for making investment decisions. Readers are encouraged to perform their own due diligence or consult with professional advisors before taking any action based on this content. Please note that any reliance on this report is at the reader's own risk, and we disclaim all liability for any potential errors or omissions. Timestamps: 02:22: Demo of Binocs: Industry Analysis and Investment Memos 05:29: Generating an Industry Analysis Report 07:13: Exporting and Sharing Reports  09:49: Cognitive Work and Market Modeling 13:45: Competitive Positioning and Financial Benchmarking  17:06: Company Profile and Investment Memo  26:18: Pricing and User Base 29:10: Additional Features and Future Plans    This episode on Umbrex: https://umbrex.com/unleashed/episode-642-saurabh-gupta-co-founder-binocs-ai-driven-commercial-due-diligence/ Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com. *AI generated timestamps and show notes.  

Due diligence has become tougher, deeper, and more demanding than ever before—especially in today's fast‑paced tech M&A and private equity environment. Buyers now apply higher standards, deploy specialized diligence teams, and scrutinize every aspect of your business.   In this special report, we walk through 12 critical steps every CEO must take to survive due diligence—and protect deal value. From preparing your data room and managing disclosures to controlling working capital and hiring the right advisors, this video outlines the real‑world land mines that derail deals and how experienced sellers avoid them.   Whether you're actively pursuing an exit or planning ahead, these best practices will help you meet buyer expectations, maintain leverage, and get through diligence with confidence.   Key Takeaways -Due diligence today is not just document review—it's a full‑company stress test -Private equity firms now set the gold standard for diligence expectations -Preparation before LOI dramatically improves outcomes and leverage -Poor timing of disclosures can erode trust and kill deals -Working capital surprises are one of the most common last‑minute deal breakers -Strong advisors and intermediaries can be the difference between closing—or collapsing—a deal   Chapters 00:00 Why Due Diligence Is Harder Than Ever 01:30 Step 1: Understand the Buyer's Due Diligence Checklist 01:58 Step 2: Prepare Your Data Room in Advance 02:43 Step 3: Fix Accounting Issues Before Due Diligence 03:03 Step 4: Control the Timing of Disclosures 03:37 Step 5: Run Parallel Due Diligence and Contract Processes 04:08 Step 6: Get a Draft Agreement Early 04:43 Step 7: Appoint a Due Diligence Coordinator 05:03 Step 8: Inform Only Key Employees 05:28 Step 9: Watch Working Capital Closely 06:02 Step 10: Use Your Accountants Effectively 06:22 Step 11: Hire Experienced Tech M&A Legal Advisors 06:52 Step 12: Choose the Right M&A Intermediary 07:16 Why Experience Matters Most in the Final Mile of Diligence

Keith Levy, Operating Partner at Sonoma Brands Capital Keith Levy backed an exit of just under $1B  and a $400M exit using the same five-pillar framework, and he starts with the founder every time. Finance comes last. As Operating Partner at Sonoma Brands Capital, Keith has spent six years evaluating consumer brands across food, beverage, pet food, snacks, and cosmetics. Before that he was CMO at Anheuser-Busch through the $52B InBev deal, president of Royal Canin USA for Mars, and the strategic acquirer who led the Kind acquisition at Mars Wrigley. He knows what the data room doesn't show you, and this conversation is built around that gap. The first of two episodes covers the full five-pillar CPG diligence framework and the Touchland and Boon's case studies. The second episode, out the following week, covers CPG brand lifecycle, exit positioning, and capital allocation.   What You'll Learn Why the founder evaluation comes before the financials. How to read product-market fit the way an operator does, not a financial analyst. What a credible go-to-market strategy looks like vs. one that crashes in execution. Why supply chain control is now a diligence requirement, not an afterthought. How to get the right operators inside a strategic acquirer interested before a banker calls. The Touchland case study: under $1B exit in less than two years The Bachan's Japanese BBQ sauce case study: ($400M) exit with McCormick at the table. ____________________ If you evaluate consumer brand investments and want a framework for the risks the model won't surface, DealPilot, powered by M&A Science, has the practitioner playbook. Join at mascience.com/membership.   Already a member? The bonus conversation with Keith is live now: boards, earnouts, and the hardest lessons from six years backing consumer brands, exclusively for M&A Science members. ____________________ This episode is sponsored by DealRoom DealMax starts Monday. Find us at the Aria DealRoom: Booth 109, M&A Science: Booth 208. Kison will be signing copies of Buyer-Led M&A all three days, and we've got a candy bar and swag worth stopping for. Then, join us monday night for a happy hour, RSVP here: https://hubs.ly/Q043VnNH0 ____________________ Episode Chapters [00:00:00] Intro [00:02:02] Keith's background overview (24 years at AB, $52B InBev deal – narrated) [00:05:40] Running Royal Canin and joining Mars / Mars Wrigley [00:08:45] Why Mars acquired Kind [00:09:15] What is Sonoma Brands and how Keith got there [00:10:17] The Budweiser CMO era & favorite ads [00:15:12] The Mars / Wrigley China integration [00:23:15] How Sonoma Brands evolved from venture to growth equity [00:25:11] Why deals don't work and what Sonoma changed [00:27:12] The Keith Levy CPG diligence framework [00:30:04] How to evaluate a founder [00:35:40] What product‑market fit actually looks like [00:38:32]  Touchland: under $1B exit in two years [00:39:05] Go‑to‑market: sequencing channels & steady growth [00:41:10] Why TAM is just a sniff test [00:43:31] Why how you make the product matters more than you think [00:47:08] The real value an operating partner brings  

265: Dave Denniston is back on the REtipster Podcast to talk about his pivot into curative title investing, why he stopped sending 60,000 mailers a month, and what the land business really looks like from the inside of a $3M+ operation.(Show Notes: REtipster.com/265)Dave is one of the most active investors I know, and in this conversation, he gets refreshingly honest about what is working and what is not. He made over 800 cold calls just to close his very first curative title deal. Along the way, he walked me through a $100,000 survey mistake in Maine, explained why his team moved away from high-volume mailers toward leaner strategies, and shared why land restrictions are killing deals that look good on paper.We also dig into the Land Unconference, which Dave founded and is taking a break from in 2026 before bringing it back in 2027. He talks about why he started it as an introvert, what makes it unlike any other land event, and what burned him out after running four or five of them in a single year. We also cover the problems he ran into with national title companies and his vision for growing revenue from $3M to $ 10M.Dave is also launching a new podcast under the REtipster network called Leadership in Land, focused on the people side of the business. If you want to know what it really takes to build and sustain something in land investing right now, this is an episode worth hearing.