Podcasts about Everything in Between

Send us Fan MailBack soon with new episodes! Until then, enjoy this bonkers story originally released in December 2021.On October 20, 1974, one of the biggest vault thefts in U.S. history happened here in Chicago. This is the story of the Great Purolator Armored Express Heist.Show some love for the podcast for the cost of a cup of coffee and help offset production costs:https://www.buymeacoffee.com/chicagohistoryAnything purchased through the links below may generate a small commission for this podcast at no cost to you and help offset production costs.Big Steal, The by Tony Marzanohttps://amzn.to/3xPH5xtHEIST: An Inside Look at the World's 100 Greatest Heists, Cons, and Capers (From Burglaries to Bank Jobs and Everything In-Between) by Pete Stegemeyer and Rebecca Pryhttps://amzn.to/3GcprHkLufthansa Heist: Behind The Six-Million-Dollar Cash Haul That Shook The World by Henry Hill and Daniel Simonehttps://amzn.to/3IbRpEKJoin Kindle Unlimited here: https://amzn.to/2WsP1GHWant better sleep? Try the most delicious alternative to melatonin and sleeping pills that helps you fall asleep, stay asleep, and wake up feeling refreshed. MoonBrew. Use the code below for 15% off.https://moonbrew.co/TOMMYHENRYNeed music for YOUR projects? Audiio has got you covered. Try a free trial here:https://audiio.com/pricing?oid=1&affid=481Looking to get out and explore Chicago? Here are a few ideas:Chicago Movie Tourschicagomovietours.comChicago Detours: Tours For Curious Peoplehttps://chicagodetours.com/Chicago History Podcast Clothing, Mugs, Totes, & More (your purchase helps support the podcast):https://www.teepublic.com/user/chicago-history-podcasthttps://chicago-history-podcast.creator-spring.comChicago History Podcast Art by John K. Schneider (angeleyesartjks AT gmail.com)Chicago History Podcast email: chicagohistorypod AT gmail.comSupport the show

A Special Industry Update, With Jason Diamond and Mindy Diamond Jason and Mindy Diamond revisit how advisor due diligence is evolving—from AI and enterprise value to firm stability, ownership, and optionality—and why those questions matter more than ever. In Summary Due diligence has always been about finding the right fit. But what advisors are evaluating has expanded considerably. In this replay of an Industry Update, Jason Diamond and Mindy Diamond revisit The Advisor Transition Playbook to explore how advisor priorities continue to evolve. Beyond the traditional reasons advisors consider change, they discuss newer factors shaping decisions today—from artificial intelligence and enterprise value to ownership structure, firm stability, and long-term optionality. The conversation reinforces that while every advisor's motivations are personal, the evaluation process has become far more strategic. Today's advisors aren't simply comparing recruiting deals or platforms. They're considering how today's decisions may influence the value, flexibility, and future of the businesses they're building. The Storyline For years, advisor movement was largely driven by familiar themes: bureaucracy, management changes, technology frustrations, and the desire for greater independence. Those factors remain important. But the conversations Diamond Consultants has with advisors today increasingly include questions that rarely surfaced just a few years ago. How should AI factor into firm selection? What is the long-term value of building enterprise value instead of simply maximizing a recruiting package? How important is a firm's ownership structure? And how should advisors think about stability in a marketplace where acquisitions, recapitalizations, and private equity investment have become commonplace? Jason and Mindy revisit the transition framework introduced in Part 1, focusing less on the mechanics of making a move and more on the evolving criteria advisors are using to evaluate their options. The result is a broader discussion about due diligence—not simply as a transition exercise, but as an ongoing strategic process for advisors seeking to build their best business life. Topics Covered Advisor due diligence Traditional vs. emerging drivers of advisor movement Artificial intelligence in wealth management Enterprise value and advisor ownership Recruiting deals versus long-term economics Reverse due diligence Firm ownership and stability Private equity in wealth management Advisor optionality Building a long-term advisory business Blubrry Player > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are the traditional drivers of advisor movement still relevant? (4:00) Jason and Mindy revisit the longstanding push-and-pull factors that continue to influence advisor decisions, from bureaucracy and management frustrations to the desire for greater ownership and control. How has AI become part of the due diligence process? (13:50) The discussion explores why advisors increasingly expect firms to demonstrate a clear AI strategy—and why investment, integration, and vision may become meaningful competitive advantages. Why should advisors care about enterprise value, even if they don't technically own their business? (24:30) Jason and Mindy explain why more advisors are evaluating decisions through the lens of long-term business value rather than solely short-term economics. What does reverse due diligence really involve? (37:15) The conversation highlights why advisors should evaluate prospective firms with the same rigor firms use when evaluating advisors. How does firm ownership affect advisor optionality? (38:00) Private equity, acquisitions, and changing ownership structures have made it increasingly important to understand what happens if a firm's strategy changes after an advisor joins. Why has due diligence become more strategic than ever? (45:30) The episode concludes with a broader discussion about defining one's “best business life” and making decisions that align with long-term goals rather than reacting to short-term frustrations. Key Takeaways The reasons advisors evaluate change have expanded well beyond traditional frustrations such as bureaucracy and compensation. AI has become an increasingly important component of firm evaluation, not because it replaces advisors, but because it can enhance productivity and client service. Enterprise value is becoming a consideration even for advisors who currently work within employee models. Reverse due diligence is just as important as a firm's evaluation of an advisor, particularly when assessing ownership structure, capitalization, and long-term stability. The most effective transition decisions balance immediate economics with long-term flexibility, ownership, and optionality. Every advisor's definition of success is different, making clarity around personal goals the foundation of any due diligence process. https://youtu.be/WZbUZJZK1yc Quotable Moments “Every advisor deserves to live their best business life.” “Just because you're frustrated doesn't mean you should move. You need something worth moving toward.” “The question isn't simply what you're paid today. It's what you're building over time.” “Knowledge is power. Understanding what your business is worth should be part of every advisor's decision-making process.” FAQs Why are more advisors expanding their due diligence beyond compensation? While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. How should advisors evaluate a firm's AI strategy? Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. What is reverse due diligence? Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Why does enterprise value matter for employee advisors? Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. How has private equity changed advisor due diligence? Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. What does Diamond Consultants mean by an advisor's “best business life”? It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. 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. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 1 Annual Advisor Transition Report Top 10 Tips for a Strategic Due Diligence Process Should I Stay or Should I Go? View the transcript of this episode… The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 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: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 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: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. 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. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done. Number two would be some sort of change in or frustration with management. Something is going on that the person or persons that are responsible for managing the business are just not … They’re not the wind at their back. They’re obstreperous. They’re causing difficulty and frustration. And probably the third one would be less about a pain point and more about the desire to be something that they couldn’t where they were. The notion that they want to be more independent, they want to be a business owner and they just can’t do that. That doesn’t exist within the model where they work. Those probably have been the three ones top of mind, but I bet you’ll have some … You’ll add to that. Jason Diamond: I’ll add a couple. But before I do, I’ve heard you talk about this topic, maybe said another way as pushes and pulls. Can you explain what you mean by that? Mindy Diamond: Yeah. So I think that we think about the pushes, the frustrations, the things pushing somebody out the door, the factors that make it less easy or less fluid to do business. And there’s almost always pushes that exist when somebody comes to us, where they’re frustrated to some degree or another about certain things. But we tell people all the time that just to be frustrated should never be enough, because if all you’re doing is running from one set of problems, you’re very likely to run into maybe a different set, but still problems elsewhere. So a move needs to be driven in equal part, if not more, by pulls. Being pulled toward an opportunity that can be needle moving enough or better enough than where you are now. Pushes and pull. Jason Diamond: I love it. So let me ask you a little bit of a pointed question. Is a recruiting deal a valid pull factor? Mindy Diamond: So look, it’s different for every person. We’ve had advisors come and say, “I just went through a divorce and the most important thing to me is to recapitalize. And so a recruiting deal is really important.” And while I would never be one to say that’s not valid, it can be … And by the way, any advisor should want to and expect to better their financial situation. There should be economic gain. But it shouldn’t be the only or the primary reason for the move. So you want to monetize. The notion of wanting to monetize in the short term should be a factor in what model you pick, but it shouldn’t be the primary driver for a move. Jason Diamond: I agree with that wholeheartedly. I was going to say something I think maybe would’ve surprised you a little, which is like, yeah, I think recruiting deal is a very valid pull factor because what we’re saying is, it shouldn’t be the only pull factor. And sometimes it is and it makes us a little bit sad, I think, when that’s the case. But all of these factors you mentioned, and the ones I would add, I think that maybe technology would be another kind of factor that drives movement, all of these factors are not one specific reason. If you did the exit interview, either actually conducted the exit interview with advisors or thought exercise exit interview, I think they would point to a confluence of all of these factors. Compliance was a headache. I wanted to launch a podcast. I wanted to be able to send a timely communication to my clients. We used to hear that one during COVID a lot, right? By the time compliance approved something to send to clients, it was already stale. So do you agree with that, that it’s generally a confluence or a combination of these? Or in your experience, is it advisors are like, “No, compliance or the tech is so bad, I’m out”? Mindy Diamond: Yeah. So most often there’s a straw that breaks the camel’s back incident or thing where they’re willing to put up with a series of minor paper cuts, if you will. And then almost always there’s something that happens. You and I got a call the other day from a team that said that they had split from their partner and the management of the firm was favoring the ex-partner, making it harder for them to stay or making it less fun or feel good for them to stay. So while they gave me a laundry list of things that were imperfect, I don’t know that any one of the things that were imperfect up until then would’ve been enough to drive them out. But when that one thing, that feeling that they were a second class citizen came up, that was the straw that breaks the camel’s back and went from a minorly frustrated to, “I’m out of here.” Jason Diamond: Yeah. And there’s probably a hundred examples you could walk us through. And I wanted to just highlight too, this concept is not limited to the wirehouse or employee or captive firm world, this is equally relevant for independent advisors. Granted, some of the pushes and pull factors, some of the triggers are not necessarily the same, but the idea that advisors outgrow a broker dealer or an RIA or either need or want or desire in some way, shape or form, greater autonomy, flexibility, freedom, control is certainly not limited to the employee space. I just wanted to make that point. Mindy Diamond: And I think that’s absolutely right. I think the notion of that frustrations or limitations or bureaucracy only existed if you were a W2 employee at a bulge bracket firm. That went out the window. As the industry landscape has expanded and there’s more and more valid ways to be a financial advisor, there’s more and more ways for a firm or a model or an infrastructure to frustrate an advisor. And that’s not being overly negative. It’s just to say there is no perfection anywhere. Jason Diamond: Yeah, 100%. And by the way, to play a little bit of devil’s advocate on that, and then we’ll move on, I would just say there are pain points that might come from a firm being small and subscale as well. My firm doesn’t have efficient technology. They don’t invest enough in the business. They don’t provide a lead mechanism. They don’t have a robust banking and lending or investment solutions platform. So this stuff cuts both ways. An advisor can be frustrated or limited and an advisor can be excited. Pushes and pulls I think touch on, we’ve heard from advisors in every single pocket of the market, this is a relevant concept. Mindy Diamond: The theme of this is that every advisor deserves to live their best business life. That’s what people are in search of when they reach out to us or when they engage with us. What they’re looking for more than anything, and this is irrespective of where they work or how long they’ve worked or how much they manage, every advisor is in search of their best business life. And what defines their best business life is having the best quality of work life, but also the best ability to do what they want to do with their business, to serve their clients without limitations, to grow the way they want, to be paid a fair wage, and ultimately set up to maximize the value of the business they’ve built. Those are the definitions of one’s best business life. Jason Diamond: I used an even simpler definition of best business life and I stole it from you, which is the true north concept, which is if your true north is maximizing enterprise value and chasing the dollar and trying to build something that’s scalable and saleable, then great. If your true north is to build a lifestyle practice, there’s plenty of advisors who are successful and happy and content in that regard as well. And I think that’s what we’re talking about, is finding your true north and then it’s possible. I mean, that’s the beauty of the landscape. We’re talking about this, a lot of this is pain points or things that advisors experience. The exciting part of this is there’s never been a better time to be an advisor because of the breadth of choice they have and the ecosystem that’s been born to support advisors, to your point, across the spectrum. Mindy Diamond: Yeah. And it’s also, I think, worth saying that it starts with really good crystal clear clarity around not only what’s frustrating you, but what you want ideal to look like. Because I can’t tell you, or I can tell you because … I can’t tell our listeners, I can’t stress enough how often we get calls from advisors that tell us where they think they want to be or tell us they want to move. They have clarity about what’s frustrating them or what they want to change, but they don’t really have clarity about what they want it to look like. And the less clarity you have, the less likely you are to be successful in finding the exact right solution. So our work, the thing we probably do best is really work with advisors to help them. It doesn’t take long. In an hour conversation, we can help them to really get crystal clear on what they’re looking to solve for. Jason Diamond: Absolutely. All right. Great appetizer. We set the table. Let’s dive into the main course now. I want to talk now about what I’m calling the 2.0 triggers or the new triggers of movement. And to be clear, it’s not that these are more important or better or more significant drivers of movement. In fact, you could argue they’re probably at present less significant than the ones we just listed. But I think what we’re saying is these are triggers that are starting to come up more and more in conversations and we expect them to only proliferate further. And in that regard, they’re noteworthy and important for advisors because advisors should be reconciling not just what are the things I need to be worrying about today, but also what are the things I need to be potentially worrying about five years from now. So with that in mind, let’s dive in. I think the first one we have to start with is AI. And I always chuckle a tiny bit when we mention AI, we used to have to specify what are we talking about. Are we talking about artificial intelligence or alternative investments? And now it’s very clear. Everybody knows we’re talking about artificial intelligence. So the direction of the industry, no over-dramatization to say is at stake here. It’s that important of a topic. Let me ask you just very simply first, is this coming up in conversations with advisors? Mindy Diamond: Oh, all the time, but it’s almost table stakes. So I think the way it comes up is that people assume, advisors assume, and by the way, have the right to assume that AI is part of the tech stack. The notion that if I’m evaluating a firm and part of what frustrates me or part of what’s really important to me is cutting edge, really robust technology, part of what I am expecting is that a new firm is going to have really robust technology. And part of that is really robust access to AI. And has honed the AI in a way that’s user-friendly, that really answers or delivers on making me a better … Not replacing me as an advisor, but making me a better, more efficient advisor. Jason Diamond: 100%. And I would also add, so as I think about this AI topic, I don’t want this to become a conversation around, is AI going to replace advisors, because I think we both agree that’s not going to be the case. Especially at the top end of the market for quality advisors, I think they’re not going anywhere. But in my view, when we think about the trigger of movement, AI has the potential to be transformative because a couple kind of use cases or trigger cases come to mind, and I’d love to hear your thoughts. One is, do you think advisors will potentially consider a move because they’re worried about this? So in other words, play this logic out with me. I’m 55 years old and I’m like, “Oh man, AI might be coming from my job.” And there’s firms offering 400% of revenue to move my book. Maybe I should take that check and kind of de-risk and monetize while I can. What are your thoughts on that? Mindy Diamond: I absolutely think we’re already working with that fall into that category, but to say that is the only reason for the move would be wrong. I’m grateful that people trust us enough to be transparent with us. So they let us know that underneath the notion that they want to better serve clients, they ultimately want better access to A, B, and C, they want to be able to do D, E and F with less restriction, is really the main reason for the move. But underneath it, the notion that my book, I want to protect myself. My book may well be the biggest it’s ever going to be. It is going to be worth more today than it could be in the future if things don’t go my way. And if I know I’m going to move and one of my goals is to monetize, I might want to do that now. Jason Diamond: I agree. And that’s where the top deal story comes in also. Firms paying a top deal is a part of that story. It’s what you just said, plus advisors know firms are willing to pay incredible multiples. I mean, as we speak, UBS is in market with one of the largest deals in history. So those two narratives side by side, I agree. I think this becomes more of a kind of catalyst or driver movement. It’s come up in my conversations on both sides of the spectrum. It’s the tech savvy, AI savvy advisors who are excited about this, who are like, “I want to be the most AI enabled version of myself I can be. It’s going to make me a rockstar and it’s going to widen the gap with my peers,” but it’s also come up with the people who are, I think, rightly scared and fearful about what this might mean for their job. Mindy Diamond: Let me ask you, what are examples of the way you’ve seen some of the best firms who have embraced AI? What is their narrative? What is it that they’re saying to advisors that if you come here from a tech or AI perspective, you’ll be better because we’re able to do … Fill in the blank. Jason Diamond: Yeah. So a couple that come up. First of all, I want to make the important point. Advisors do not expect that firms, either their current firm or firms that they are diligencing prospectively, have this figured out or solved. Everybody understands this is a fairly new area that firms are still very much kind of developing their strategies in. What advisors want to see is a few things. They want to see though leadership, they want to see investment, and they want to see a strategy, right? Effectively, they want to see a step in the right direction, really. So I’ll give you a couple examples. There are a number of tech savvy RIAs, very tech-enabled, AI-focused RIAs, because I think this is easier to be nimble. I think where you’ll see this quicker probably is in the independent space. That what they’re doing is things like this. An advisor logs on to their workstation in the morning and their system queues them proactively, Mr. and Mrs. Smith may be good candidates for a Roth IRA conversion. And then if the advisor decides to contact the client in some way about it, the system will of course help them draft the communication, but then it’ll take it a step further and actually help them to process and transact that conversion. So soup to nuts, ultimately driving efficiency. That’s the name of the game. That’s why firms, I think, are excited about AI, at least the good firms. Because what I think they realize it will do is, the stuff that’s a waste of time that could be automated that advisors, and probably even more so their associates, client associates are spending time on, that should be a massive time saver for advisors. And I think if you play that story out, what does that mean? It should mean bigger books of business and therefore more productive advisors because they have more time to prospect and focus on their clients. Thoughts? Mindy Diamond: Yeah. So I think you said it perfectly, but it raises the question then. You say that the RIAs can be more nimble. You’re right. I mean, the big story around the biggest firms was like moving a battleship, it takes a long time to turn it. It’s not as nimble. So what and how are the bigger firms competing against the RIAs with respect to AI? And second question, we still always get questions, and rightly so, about Morgan Stanley has more money to invest… Jason Diamond: That was going to be part of my answer. Mindy Diamond: … than fill in the blank RIA. So how does that all work? Jason Diamond: That is absolutely going to be part of my answer, is that I have heard this question posed almost presumptively both ways. “Oh, it’s got to be that the RIAs are going to be the clear winners in this.” And I’ve also heard, “Oh, it’s got to be that the wirehouses are going to be the clear winners in this.” I don’t think it’s going to be channel specific like that. I think it is going to be firm specific. I think there’s going to be firms that are going to do this well and firms that are going to not do this well. But there’s going to be winners in the wirehouse space. There’s going to be winners in the regional firm space, with firms like Raymond James who are clearly trying to be on the cutting edge of this. There’s certainly going to be winners in the broker-dealer space. LPL is investing heavily in this, as are many of their broker-dealer competitors. And then of course the RIA space, where sometimes they may not have the budgets, but they have a couple things. They have private equity backing, sometimes. They have the custodians that they’re built on, right, or the tech vendors that they’re built on. So Schwab and Fidelity or Orion and Addepar. They have other ways to access these innovations. One of the things that comes up with this that your question I think gets at is, a similar question that was raised around technology stacks, which is strength of offering versus integration. And that’s where I think a firm like Morgan Stanley really will shine, is they should … Because they don’t put anything out that’s not well integrated. The big firms have generally done a pretty good job of that. Versus the RIAs. Sometimes we’ve heard feedback where, yes, you have access to you name it, right? You dream it up, you can go and buy it. But the left hand may not speak to the right hand quite as well. Mindy Diamond: Yeah, that’s actually a really good point. And integration is probably one of the biggest … If you ask an advisor when they talk about technology as either being one of their pushes or pulls, probably what they’re referring to more than anything is not only having the capability, but having the integrated capability. So that’s a great point. And I think your point is right, that the final chapter on this has not been written. Nobody thinks that it has. And so whatever answers you and I can talk about today about who’s winning this race, or this tech race or this AI race, will be totally different tomorrow. We all know that. But I think for purposes of this conversation, to say that an advisor having an expectation that their technology be outstanding and that AI be on the table, that a firm is embracing it and heading in the right direction, if you will, has the right thought leadership and the right willingness to invest in it is what advisors are really looking for right now. Jason Diamond: Absolutely. And this is a question too from the firm’s perspective, if you are a firm of any size, you must be able to answer that. This has become question 1A. And again, I don’t mean to suggest that I think AI is the number one most important factor driving advisor movement today. It very well might be at some point down the road. I don’t think we’re there yet. But I do think it’s the topic du jour or the hot topic, where every advisor is asking about this. So that means if you’re a firm, you need to be prepared to tell the story or at least have the vision. And I think what we’re hearing from both advisors and from firms is this, AI is going to … What is right now a gap between the good and the bad, the quality and the non, is going to become an absolute chasm, right? An absolutely mountainous gap between the best firms and the firms who are able to adapt this technology or this AI. And the same thing at the advisor level, between the AI-enabled superpowered advisor versus those who are in the dinosaur ages, for lack of a better term. Mindy Diamond: Yeah. And we’ll move on, but it is worth saying that the day of the standalone independent, the one man or one woman band who hangs out a shingle, and to use your term, running a lifestyle practice, nothing wrong with that, but it would be near impossible to imagine a world where a standalone independent can compete with a private-equity-backed RIA or an RIA that has a big pool of capital behind them or to compete with the major firms. And our point is the ability to compete is probably more important with respect to this topic than just about any other. Jason Diamond: Totally agree. Thank you for tying a bow on that because I think that’s a good place to leave the AI topic, at least for now. I’m certain we’ll have more to say on this one. By the time we release this episode, we’ll probably have more to say on it. So we’ll have to do a follow-up again. But I want to talk now about enterprise value. And this is one where if you’re an RIA or if you’re an advisor at an independent firm, this might sound like a duh, but hear me out on this one. The idea is as follows, if I’m a wirehouse advisor or any sort of captive advisor, I don’t technically own anything. Agree? Mindy Diamond: Agreed. Jason Diamond: Okay. So if that’s true, that I don’t technically own anything, I technically don’t have any sort of enterprise value or ability to monetize. But my premise here and why I would argue that enterprise value has become a driver of movement is even wirehouse advisors know … They see teams like OpenArc, a massive RIA that launched last year. They see their corner office peers breaking away, starting independent firms. They see them selling to asset managers, private-equity-backed RIAs, private equity firms in their own right for these massive multiples. And what I guess I’m getting at, and I’m curious if you agree is, if a wirehouse advisor, let’s say, sees their colleagues sell to a private equity firm for 20X, doesn’t that have to become a little bit of a catalyst for movement in its own right? Mindy Diamond: Without a doubt. Historically … Actually, let me date myself. When I started this business now 32 years ago, there was zero way for an advisor who was a captive employee of a firm, of any firm, to monetize their business. It’s why there was so much movement, because the only way they could monetize was to get paid a big fat transition deal to move from one firm to the other. Jason Diamond: Yep. Mindy Diamond: Obviously, we all know that first it started with the big firms, and then just about every brokerage firm on the street began to offer a retire-in-place program. And that is the big firms or a traditional brokerage firm’s way of allowing advisor to monetize in place from their perspective to stave off attrition. And for an advisor that believes that the status quo serves them well, that finishing their career, that leaving their legacy, that leaving their team at their firm is the best thing to do, then those retire-in-place programs, like Merrill’s CTP or Morgan’s FAP or UBS’s Alpha or a name at every firm has them, is the best gift to advisors there is. But the problem is that the next generation at those firms are buying an asset they don’t own. And so when we talk about enterprise value or the desire to build enterprise value as a real driver of movement, what we’re talking about is not only that advisors want ownership of an asset, because ownership translates into more control and autonomy and agency over building it the way you want to, but it also translates into maximizing the value of the business that you’ve built. So that’s a long-winded way of saying that the OpenArc deal you are referencing, for anybody not familiar, is a Merrill Lynch team, a legacy Merrill Lynch team in Atlanta that was managing more than 120 billion in assets, part retail, ultra high net worth client assets, and part institutional consulting assets. And believe me, I don’t want to make it sound like it was a snap that one day they’re happy and the next day they’re going independent. Over a 10-year period became more and more aware, driven by the pushes and more aware of the pulse. But ultimately, while there was a long list of things they wanted to be able to do that they couldn’t to best serve clients and grow the business, the real driver at the end of the day, or I shouldn’t say the real driver, but a major driver was the notion of building and owning enterprise value. Yes, they could have all gotten very attractive deals and retired with your Merrill CTP, but they wanted to own the business, they wanted cap gains treatment. And so they went through the sweat equity big time of building what they’re calling OpenArc for the ability for probably five, 10, 20 years, because there’s partners with all different ages, so at all different times, to be able to really maximize the value of the business they’ve built. Jason Diamond: Can I push back on that for … It’s a super helpful example, but my one thought is, okay, yeah, of course, 130 billion in assets, they should be concerned with enterprise value at that size. And the delta between caring about enterprise value and not is too great because those guys have, by all accounts, a phenomenal business that is rivaled by very few in the industry. Most of our audience does not fit into that stratosphere. So what about advisors in, let’s call it the million to $10 million space? Should they still care about this concept? Mindy Diamond: Again, it’s an inside job. It’s a personal thing. Some don’t. But the answer is yes. And if I were them, I would. Why? Because whether I am generating a million a year in revenue or $10 million a year in revenue, at the end of the day, I’ve got an asset. I’ve built a valuable asset. And I have the choice at the end of the day or the middle of the day to decide a million things about that asset. How do I want to live my business life? How do I want to serve my clients? Where do I want to work? But one of the biggest factors to determining where and how they want to work is, ultimately, do I want to be able to maximize the value of the business that I’ve built? And while there are few things that are really definitive in this industry, the one thing that is absolutely indisputably definitive is that if you build an independent practice like the ex-Merrill Lynch churned RIA OpenArc team did, you will ultimately build enterprise value exponential multiples greater than any way you could monetize the business as a traditional employee. Jason Diamond: And that math absolutely still holds up even at numbers smaller than we’ve mentioned. I totally agree with that. I’ll give you one other reason why I think you should care. And I’d love your thoughts on this one. I’ll ask it two ways maybe. I’ll tell you my take and then I’ll ask you yours. Morgan Stanley, let’s use as an example. Who are Morgan Stanley’s competitors? In my opinion, the legacy answer to that is, well, of course the wirehouses are Morgan Stanley’s competitors. Merrill, UBS, Wells Fargo, what maybe used to be a longer list, but today those four. I don’t think that’s the answer anymore. I think those are the direct competitors. But because of this enterprise value conversation, I think Morgan Stanley’s competitors are anyone and everyone who recruits financial advisors with books of business. Because if you think about it, an advisor who has a $3 million business at a wirehouse, even if they’re not actually going to do this, they don’t have any entrepreneurial spirit, no desire to go independent, they still know that they could. This is an option and a viable option. And firms are even figuring out ways to cut out the middle step, right? Because this was historically a two-step process. You’re a wirehouse advisor or a W2 advisor. You break away, launch an independent business to establish your enterprise value, begin building it, and then you monetize it. If you could cut out the middle step, or even if you couldn’t, I still think it’s pretty clear that if you’re an advisor, this is important because the firms know … Like when Morgan Stanley’s writing a recruiting deal, they’re kept honest by RIAs and acquirers just the same as their direct peer set. Do you agree with that or do you think I’m reading too far into this? Mindy Diamond: Oh no, I agree a thousand percent. I think that it is naive for anyone recruiting for or on behalf of a traditional firm to think that the only competition is another traditional firm. The days of pomposity for a senior leader at a traditional firm to say, “We’ve got the best technology, the best everything fill in the blank. We have no competitors.” That’s just naive. Because even if it’s true, you’ve got the best platform infrastructure fill in the blank, there is a multitude of advisors that value things different than what you can provide. Beauty is in the eye of beholder is probably a good way to say that. But at the end of the day, what we’re really talking about is when I started the business, because there was no way, no really good way for an advisor to really monetize their life’s work, the only thing they could or were focused on from a personal financial gain perspective was the short-term deal. What are they paying? What’s the transition deal? Now, of course they’re concerned about that. But almost to a person, they’re equally concerned about what I can build and what will this allow me to build in terms of the value of the business I’m building in the long term. So let me ask you, if we’re talking about an advisor that has the ability to monetize in the short term for what could be 4X and in some cases more than that these days, and we’re talking about the ability to maximize enterprise value, and we talk about the concept of moving once and monetizing twice, what kind of numbers are we talking about? Fill in the blanks there. Jason Diamond: It’s such a hard question to answer because I do genuinely believe recruiting deals, when you talk about 300 to 400% revenue deals in the recruiting space, they vary a little bit, but I feel pretty comfortable quoting those types of numbers that most firms are somewhere in the 300 to 400% of T12 realm. There are some outliers, we mentioned UBS. But the multiple or EBITDA based or enterprise value M&A market where we’re doing these legitimate buyout transactions, the valuations do vary quite a bit. But here’s how I think about it. First of all, most firms are not purchased or sold at top line revenue. Most are sold at some sort of adjusted EBITDA number, which factors in local expenses, platform expenses, but also advisor compensation. And then that adjusted number is typically multipled. The multiples are anywhere from 8X for small kind of, let’s say, million dollar revenue businesses up to, we’ve seen deals struck at north of 20X for some of these mega cap RIAs. Typically, just back of the envelope, if I had to quote, I typically estimate around 5X top line at capital gains is a good kind of ballpark valuation. But there is quite a bit of nuance to it, more so than the traditional recruiting space. And I do think, shameless plug, part of the value in working with somebody who’s an expert on the entirety of the industry landscape is just that. It’s the idea that you need to run the horse race across multiple verticals. The good advisors who work with us typically are looking at a wire like a Morgan Stanley or a Merrill. They’re looking at a boutique firm like a Rockefeller, or they’re looking at a regional like an RBC or a Ray J. They’re looking at an independent firm like an LPL or a Sanctuary. They’re looking all across the spectrum. Mindy Diamond: I think that’s exactly right. But the topic of enterprise value, you can see how powerful it is and how wise it is. For an advisor today, when considering their personal economics to consider not just the short term, but to weigh in or add in or factor in, what could I be building and what ultimately will that business be worth at the end of the day? Jason Diamond: Yeah, 100%. Short of going out and selling your business, what can advisors do then? So I’m an advisor, okay, I’m curious about this. Or is it just as simple as, “Yeah, you should know what your business is worth if you’re an advisor”? Mindy Diamond: Definitively yes, because I mean, we always believe that knowledge is power. And just like it’s important for you to understand what your options are within your own firm, how can I ultimately retire out and monetize my business where I am, I think it’s really hard to make a decision in a vacuum without having other perspective. And getting other perspective doesn’t have to be that you have to go out and take 20 meetings. It’s not that hard for you to figure out what your business is worth to make it a data point for whether or not you’re ultimately best to retire in place or go elsewhere. Jason Diamond: Yeah, that I think is the main takeaway. And the education point is so important. I think because these are relatively new concepts for a lot of advisors that haven’t formally shopped a business before, there’s a lot of resources available. And we’ll certainly link some as well on the page for the episode. Let’s shift gears now, our kind of final trigger 2.0, which is stability and ownership structure of the firm. And this has been a little bit of a hot topic. It’s honestly been a hot topic every year because it seems like things pop up every year. And a lot of times advisors don’t reconcile the question of who owns the firm or how stable is the firm until something happens. The firm gets bought, the firm goes bankrupt, like the First Republic scenario. What should a good advisor do proactively about the idea that if you’re a W2 employee or even an employee who’s affiliated with a broker dealer, you saw this with Commonwealth, you just don’t really have control over what the firm decides to do. Give me your thoughts on this. I know it’s a big topic. Mindy Diamond: Yeah. First of all, using Commonwealth an example, it’s a good one. Because for those unfamiliar, Commonwealth is a boutique broker dealer that was privately owned and whose tagline was, “We love our privately owned status and we are never going to sell,” until one day they did. And not only did they sell, but they sold to the biggest independent broker dealer in the country, ala LPL. That’s not good nor bad, it’s just a fact. So if Commonwealth, who had definitively said we’re never up for sale, suddenly sells, any time you’re an employee of a firm, you never know what tomorrow brings in. You’re not in control over whether it’s sold. So that’s one example. But as you’re talking about this, I’m thinking about, I’m probably going back 20 years, so I’m 10 years into my career and I talked to someone who had been a very successful Merrill advisor. So I’m going to say he was probably generating around $5 million in revenue at the time. Going back 20 years, that’s a pretty significant book of business. He was courted for years by what he thought was a top RIA. And in those days, remember 20 years ago, the RIA space wasn’t nearly as mainstream as it is now. But the story the RIA told him was that ultimately, one, he was going to be a partner in the firm, that was very appealing to him. So he was going to have equity in the firm and much more freedom and control. And locally, by the way, the RIA was a really high quality brand. He worked on a lot of the economics, the short term and the long term with them. They did a ton of due diligence on his book of business. But he failed to ask … And I didn’t represent him. I just know this story. He failed to ask or do enough due diligence about the stability of the firm. What we think is really important, we talk about this expanded landscape. If you’re looking at Morgan Stanley, I don’t think you necessarily need to see Morgan Stanley’s balance sheet. If you are talking to a firm that is anything but a bulge bracket or anything but a large firm, it’s really important to do what we call reverse due diligence and to really understand if a firm expects you to open your kimono and show everything about your business to prove your worth, it is equally important that you do the same for them. In this new world order where private equity has come in and there are so many different ways for a firm to be owned and to be capitalized, it’s very important that an advisor understand what’s going on behind the scenes. And one of the questions around stability, if a firm is private equity backed, is it permanent capital? Is it patient capital? Is the private equity firm going to look to sell and monetize in five years? And then who would the likely buyer be and what does that mean for you? So the question is a big question and it’s really important. Jason Diamond: I love everything you just said, except I do think even the wirehouses, wirehouse advisors, honestly, as much as anybody should be asking these questions. And I’ll give you an example right now, UBS. And UBS, it’s not a story of balance sheet stability. I don’t think anybody has concerns that UBS is going to fail. But UBS management has been very publicly, “Oh, we’re cutting costs.” There’s been some rumors, I think for years, probably dating back 30 years to when you started the business about UBS’s commitment to the US wealth management business. I think those questions about stability and ownership structure are still valid. And to me, the implication of it is twofold. One, what you said, reverse due diligence, ask the questions, plan B. But also the concept of the exits or the off-ramps or how many bites of the apple do you get. So if you’re an advisor and you sell your business to somebody and you sign garden leave and non-competes and non-solicits, the question of ownership structure of that firm becomes less relevant because you have no off-ramps and no ability to exit that business anyway. A lot of times that’s how advisors get comfortable with this concept. And that’s what firms will tell them too, frankly, and we’re living through the middle of this, by the way, with Commonwealth and LPL, is vote with your feet, right? To the extent advisors can, the offer … And this is like, you used the example of private-equity-backed firms. This is how Rockefeller addresses the question of their private equity ownership. If we sell to UBS, all of our advisors will leave. They have that built-in put option. So knowing where the off-ramps are or how many bites of the apple an advisor gets, I think is a big concept that ties into that. But we’re absolutely seeing this pop up, probably largely because of those two examples, Commonwealth and UBS this year, more so Commonwealth, to your point. Janney’s another example last year or two years ago now where KKR comes in and buys Janney. So when these examples happen, it seems like it triggers advisors to say, “Is this something that could happen to me and should I be thinking about this?” Mindy Diamond: Yeah. So let me ask you a question. You’re talking, you’ve mentioned UBS offering this outsized deal. So how does the notion of stability and ownership factor in? If an advisor is considering an unprecedented deal from UBS, what are the caveats or concerns with respect to stability and ownership? Jason Diamond: It’s the same list of considerations you should and would ask of any other firm you’re diligencing, except I think amplified even more in the case … If I was counseling an advisor who was looking at UBS, that would be what I would say, is exactly that. You’re seeing all of these departures and defections, and I would want to have conversations with those advisors and understand exactly why and have guarantees or assurances that I’m not going to suffer from those same pain points that force them to leave. Or, and I say this a little bit flippantly, but it’s a little bit true, I understand the devil that I’m getting into bed with, but for 550%, or whatever the deal might be, I can suck it up. And that’s something that some advisors might well say as well. Mindy Diamond: Yeah. Jason Diamond: I don’t want to end on the negative note of overly large transition, not there’s anything wrong with large transition deals, but as you look out, is there anything that’s coming up in your conversation with advisors that you view as the next wave of this? I’ll give you one that maybe you could touch on, and if you have another one, feel free to offer it in conclusion, but do you think age or advisors starting to succeed out of the business will become more of a driver of movement, even though to your point, advisors can access sunset deals? Mindy Diamond: I do actually, because I think the more the average advisor age increases, the more likely that those advisors are going to want to move on to do something else to monetize the business. And so much of the wave of movement we see is driven not so much by the senior advisor, because many seed advisors are happy enough with the ability to monetize their business in place. Even though it may not maximize the value of the business, it’s a close enough approximation and it means I don’t have to disrupt the apple cart. So we support that 100%. But where we get the calls is from the next generation that says, “Yeah, but hold on a minute. It’s a good way for me to take on a book of assets that I not otherwise have access to. And it’s great for my senior partner, my father, my mother, my whatever to monetize the business. But I’m buying an asset again that I don’t own and I ultimately don’t have control over all these things we’re talking about, the AI investment, the ability to create enterprise value, the stability, the cost cutting, all of it.” So I think it’s all of the above. You say, “What else is there?” I think that’s it. It’s all of the above. It’s anything and everything that drives movement. One, it’s personal, it’s highly unique, it’s different for every advisor. There are certainly themes, and we’re talking about them, but there’s a million different things. It’s personal. And while there are an awful lot of pushes, things that can frustrate an advisor, it is the most exciting time in our view to be an advisor, particularly a high quality one, because the options abound, the ecosystem is big, because the ability to monetize both in the short term and the long term is big, mammoth, exponentially bigger than it ever was before. And the true ability to really build an enterprise has never been greater. And I think all of those things, the desire for an advisor to be the best that they can be and live their best business life is probably the biggest driver of all. Jason Diamond: It’s really true these days, if you can dream it, you can probably build it. And we’ve said in the past, if you build it, they will buy it. It’s a great place to end. This was a really fun topic. I think that’s a spot on kind of fourth trigger, by the way, too. This sort of next gen is almost like the force multiplier or the amplifier of like they see all this other stuff and they’re asking these questions even more so. Because if I’m 60 years old, none of this matters all that much. It matters, but I’m out of the business in five to 10 years. Versus the next gen advisors are the ones who often bear the brunt of this. So I think a lot of really smart stuff. Thank you for sharing your wisdom and expertise. In the episode page, we’ll be sure we have our Industry Transition Report. And we’ve also created a tool, the top 10 tips for a strategic due diligence process, which is a great kind of practical hand-in-hand companion for this topic for advisors looking for more pointed tips on the due diligence process. So Mindy, thank you again. This has been a blast. Mindy Diamond: My pleasure. Thank you. 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 roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 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: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 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: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. 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. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done.

On this episode of The MMA Report Podcast, Jason Floyd and Daniel Galvan break down everything surrounding the historic UFC White House fight card. From the lead-up to the event, the biggest storylines entering fight week, and the atmosphere surrounding one of the most talked-about cards in UFC history, the guys cover it all. They […] The post UFC White House Card Recap: The Good, The Bad & Everything In Between appeared first on Radio Influence.

On this episode of The MMA Report Podcast, Jason Floyd and Daniel Galvan break down everything surrounding the historic UFC White House fight card. From the lead-up to the event, the biggest storylines entering fight week, and the atmosphere surrounding one of the most talked-about cards in UFC history, the guys cover it all. They […] The post UFC White House Card Recap: The Good, The Bad & Everything In Between appeared first on Radio Influence.

In this episode of Divorce & Everything In Between, Carla explores one of the most difficult truths many women face after divorce.The ways we continue protecting, enabling and carrying the consequences of another person's behaviour long after the relationship has ended.You'll learn:• Why protecting your ex often comes at the expense of your own peace and self-respect• The difference between compassion and enabling• How carrying someone else's consequences keeps them comfortable and unaccountable• Why emotional honesty is healthier for children than maintaining an illusion• How boundaries and self-respect create freedom for both you and your children• The powerful question that can help you identify where you're still giving away your energyThis episode is an invitation to stop carrying what was never yours to hold and start reclaiming your voice, your peace and your power.Ready for personalised support?If this episode hit close to home and you're struggling to navigate the emotional weight of divorce, co-parenting, boundaries or rebuilding your confidence, my Once Off Coaching Session is designed to help you gain clarity, perspective and practical next steps.In this private 75 minute session, we'll focus on what's keeping you stuck right now and create a clear path forward that feels aligned, empowering and achievable.Click here to book your Once Off Coaching Session:LINK HERE

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

We are back in the Zoom room to discuss the regular season, the post season, and EVERYTHING IN BETWEEN: the play-in season. We also recapped how our Over-Under teams did. Spoiler alert: REALLY WELL.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us Fan Mail"Rhode Island's Up Here, While Boring Hills is Down There, and Everything In Between" REAL HOUSEWIVES OF BEVERLY HILLS S15 E16Yawn.. this is still on? SUMMER HOUSE S10 E10Dumb and Dumber .. aka Amanda and West.REAL HOUSEWIVES OF ATLANTA S17 E01The peaches are back! REAL HOUSEWIVES OF RHODE ISLAND S01 E02Hands down the BEST franchise.THE VALLEY S03 E01Starting with Jax's sign getting taken down, chefs kiss.TIMESTAMPS:INTRO: 00:00:00 - 00:08:13MENTION IT ALL: 00:08:13 - 00:21:39RHOBH: 00:21:39 - 00:33:16SUMMER HOUSE: 00:33:16 - 00:52:50RHOA: 00:52:50 - 01:05:43RHORI: 01:05:43 - 01:25:23THE VALLEY: 01:25:23 - 01:40:23F*MARRYKILL: 01:40:23 - ENDBuzzsprout Sign up link!https://www.buzzsprout.com/?referrer_id=1801338Make sure to follow us on:Instagram   |  Youtube  |  TiktokAnd keep an eye out on therealhousemates.nyc for fun updates! 

Join Pastor Katie for the Palm Sunday sermon, "Shouting & Silence" based on Luke 19:29-40. This is part of the Everything [In] Between series. 

Guest: Natasha Hawker, EO Sydney Member since 2025 and Founder & Managing Director of Employee MattersHost: Linh Podetti, EO Sydney Member since 2022 and Owner of Outsourcing AngelIn this episode, Natasha Hawker shares over 30 years of HR expertise and the powerful lessons she learned building Employee Matters from scratch.From taking on the wrong clients out of desperation to becoming one of Australia's leading HR voices, Natasha dives deep into the rookie mistakes entrepreneurs make, especially when it comes to hiring, firing, and valuing their own work.She shares  • Why “if they have a pulse and a cheque book” is the most dangerous mindset in business  • The true cost of avoiding difficult conversations  • How to hire slow and fire fast (without getting sued)  • Why education is the ultimate unfair advantage in business  • How she's preparing her company for a strategic exitIf you're a founder struggling with team issues, difficult employees, or client red flags, this episode will save you years of pain.ABOUT NATASHA HAWKERNatasha Hawker is the Founder & Managing Director of Employee Matters and a respected leader in the Australian HR space.With over 30 years of experience, Natasha has helped hire, manage, and exit thousands of employees across businesses globally. She is a sought-after speaker, media commentator, and author of the Amazon best-selling book From Hire to Fire & Everything In Between.Natasha is a graduate of the Australian Institute of Company Directors, a passionate educator for business owners, and is currently preparing her business for a strategic exit. Outside of work, she is a competitive Squash Masters player and mum to three.CONNECT WITH NATASHA HAWKERWebsite: https://www.employeematters.com.au/LinkedIn: https://www.linkedin.com/in/natashahawker/--------------------ABOUT EO Entrepreneur's Organization (EO) is a global business network of 18,000 + influential business owners in over 220 chapters across 76 countries. We offer world-class events that encompass engaging entrepreneur and business stories, skills-specific workshops, and exciting social gatherings.Our mission is to drive both business and personal growth through peer-to-peer learning, providing support for the holistic entrepreneur experience covering business, family, community, and personal aspects. As a not-for-profit organization, all our funds directly contribute to member benefits.If you're a business owner with revenues ranging from US$250k to US$1m, you can join our Accelerator Program. If your revenues exceed US$1m, you can join the main EO Program in your nearest local chapter. To join or find out more about your nearest chapter, visit https://www.eonetwork.org/why-join/apply-for-membership-form.For further information, please contact:Podcast Host Linh Podetti: linh@outsourcingangel.com.au General Inquiries: support@eonetwork.org.au EO Sydney: www.eosydney.com.au EO Global: https://hub.eonetwork.org/

Join Pastor Katie for the lenten sermon "Righteousness & Mercy" based on Luke 19:1-10. This is part of the series "Everything [In] Between". 

Join Pastor Katie for the sermon "Lost & Found" based on the scripture Luke 15:1-7. This is part of the Lenten series "Everything [In] Between". 

Dr. Evan Goldstein is the leading anal health expert in the United States, founder of Future Method (https://futuremethod.com/), and one of the few surgeons in the world whose practice, Bespoke Surgical (https://bespokesurgical.com/), is dedicated to treating and restoring the human butt. He holds a perennial spot on the list of top doctors for the New York metro area and Crain's New York Business listed him as one of their notable LGBTQ+ leaders and executives. He has been featured in national publications including GQ, Well+Good, Men's Health, Cosmopolitan, New York Magazine, Forbes, Fast Company, Out, and Shape; is a popular podcast guest; and in demand as a speaker for both medical and sex-positive industries. His first book, Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between (https://www.buttseriously.com/) published in May 2024. This episode is brought to you by Olipop, a new healthy brand of soda. Go to https://drinkolipop.com/ and use code Marcela15 at checkout to get 15% off your first order. This episode is brought to you by Shopify. Shopify can help you take your business to the next level. Click HERE to set up your Shopify shop today and watch your business soar! This episode is brought to you by BranditScan, the best defese you have against social media fraud. Click HERE to get started with BranditScan today and get your first month for free. There is no better service to protect your social media accounts and your name and likeness. . This episode is brought to you by Skillshare. Click HERE to start exploring all the courses Skillshare has to offer, from drawing and music, to graphic design and marketing, start expanding your knowledge today. This episode is brought to you by Fiverr. Click HERE to start hiring professionals to help you in various areas and take your business to the next level. This episode is brought to you by PodMatch. Click HERE to bring your podcasting journey to the next level by getting set up's Only Fans  VIP Membership HERE Free Membership HERE  Learn more about your ad choices. Visit megaphone.fm/adchoices

Join Pastor Katie for the Lenten sermon "Stranger & Neighbor" from our sermon series "Everything [In] Between. Scripture is the story of the Good Samaritan found in Luke 10:25-37.

Despite an explosion of dating apps and social media that seemingly make it easier to meet people, rates of marriage and couples living together have steadily decreased since 1990, according to the Pew Research Center. For singles looking for a relationship, dating is even harder than meeting potential partners. So, how do you go from the meet-cute to a lasting relationship? We'll talk with coaches and experts about whether dating is becoming a lost art and how to improve your dating game. Guests: Myisha Battle, sex and dating coach, host of KCRW's "How's Your Sex Life" podcast; author of "This Is Supposed to Be Fun: Finding Joy In Hooking Up, Settling Down, and Everything In Between" and the upcoming "Sexual Pleasure For Dummies." Daniel Yi, co-host, "I Hate Dating Apps" podcast Lauren Josephine, dating coach; author, "Looking for Something Serious" Learn more about your ad choices. Visit megaphone.fm/adchoices

Transitions — mornings, bedtime, leaving the house, stopping play — are some of the toughest moments for kids and parents. If these daily shifts often turn into power struggles, this live workshop is for you.Our workshop Transitions Without Battles: Guiding Kids Through Mornings, Bedtime, and Everything In Between will help you understand why transitions are so hard (especially for sensitive, strong-willed, and neurodivergent kids) and give you practical, respectful tools you can use right away.In this live training, you'll learn:* Why transition moments trigger resistance* Simple & specific tools to make transitions smoother* How to stay regulated when things get tense* Reset and redo strategies when it falls apartDate: Wednesday February 18Time: 12 PM EasternCost: $27Replay included if you can't make it liveFree for Peaceful Parenting MembersRegister here:reimaginedpeacefulparenting.com/workshop This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit sarahrosensweet.substack.com/subscribe

In this episode of Without Fear: Life, Death, and Everything In Between, we explore a hard truth: sometimes the greatest harm isn't done by villains—but by bystanders. Inspired by the Titanic disaster, we look not to the sinking ship, but to the ones who saw the distress flares and chose not to act. The ones who looked away. The ones who told themselves everything was fine. This is an episode about silence, avoidance, and the danger of staying comfortable in the face of someone else's pain. We'll unpack the psychology of inaction—what makes good people freeze—and how we can choose a different response when grief, suffering, or injustice shows up in our lives. Because looking away is a choice. And sometimes, the most human thing we can do… is answer the call. Part 1 of 2 - so make sure you don't miss either episode coming up!

LAYLA IS BACK! We dive into her life growing up in an abusive home, divorce, mental health & self harm, motherhood, dating, her current relationship with Mase, the pressure of being on TV, SLOMW drama, modeling, confidence, friendships, and EVERYTHING IN BETWEEN!SPONSORS//MOONBREW / code WEEKLYTRASH for 20% offBOHME / code WEEKLYTRASH for 20% offSHED / https://portal.tryshed.com/MINKY COUTURE / code WEEKLYTRASH for 50% off

Judson is riding high from a health rebound and a proud week at work. Brian's daughters surprise him by saying and doing a number of things that speak both to their maturity and to their being raised by gay dads. The Hookup of the Week comes from a listener at the start of opening his marriage, who shares a fun night out with his husband and others during their anniversary trip to Puerto Vallarta. Brian and Judson are then joined by the leading anal health expert in the United States, Dr. Evan Goldstein. Dr Goldstein is the founder of Future Method, makers of science-backed sex toys and other anal sex products; he's the author of Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between; and he's one of the few surgeons in the world whose practice, Bespoke Surgical in New York City, is dedicated to treating and restoring the human butt. Dr. Goldstein speaks with Brian and Judson about his inspiration for pursuing his particular medical specialty, what brings most patients to his office, how he helps people become more comfortable as bottoms, the shame so many people feel about what their butt does or doesn't do, his guidance for learning to remove that shame, how and why he recommends using toys, the three different types of bottoms, why anal botox is a game-changer and how we should think about protecting the prostate. He also shares his thoughts on aging, what it's like being a dad to two teenage boys, and talking with kids about sex. To close, Dr. Goldstein helps Brian and Judson respond to a Go Ask Your Dad question submitted by a listener who isn't able to ejaculate after a medical procedure and wants help finding ways to communicate that to his sexual partners without making it awkward. Find Dr. Evan Goldstein on Instagram at https://www.instagram.com/drevangoldstein Email your Hookup of the Week, Go Ask Your Dad and Dr. Daddy submissions to dadsanddaddies@gmail.com Dads and Daddies on the Web: https://www.dadsanddaddies.com/ Dads and Daddies on Instagram: https://www.instagram.com/dadsanddaddiespod Dads and Daddies on TikTok: https://www.tiktok.com/@dadsanddaddiespod Dads and Daddies on Bluesky: https://bsky.app/profile/dadsanddaddiespod.bsky.social Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

New Brunswick Power Inc. President and CEO Lori Clark joins host Francis Bradley for a conversation about NB Power's diverse energy portfolio, including the only Canadian nuclear facility outside of Ontario. They talk about the objective to be coal-free by 2030, and the conversion of the remaining coal plant to biomass. Lori highlights the challenges of managing a very diverse generation fleet, and the plan for a 500-megawatt gas plant by 2028 to meet growing demand. They also talk about the importance of energy security and affordability. The conversation closes with Lori's book recommendation. Links:New Brunswick PowerBelledune Clean Fuel ProjectLori Clark on LinkedInBook recommendation:How Big Things Get Done: The Surprising Factors That Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything In Between, by Bent Flyvbjerg and Dan Gardner

What if fairytales held the power to heal, teach, and transform? In this enchanting episode, I'm joined by Timothy Stuetz author, former CPA turned spiritual teacher, and creator of over 100 children's books, to explore the timeless power of fairytales. Timothy shares how storytelling taps into our deepest truths, nurtures emotional intelligence, and creates magical moments of connection between children and adults alike. We dive into how fairytales can be a vehicle for growth, imagination, and even inner healing. Whether you're a parent, educator, or just someone who still believes in magic, this conversation will awaken your wonder.About Timothy StuetzTimothy is one of the most prolific children's authors of all time, having just completed his 86th Fairy Tale Of The Heart featuring Bliss Beary Bear.He is the creator of The Magical Miracle of You—A Self-Empowerment Course for Children and Families.  He also created the Power Animal Frolics—A Yoga/T'ai Chi/Qigong COURSE for children where they exercise along with 7 Power Animals in Disney Quality Costumes.He also runs a Quantum Energy Training Academy where he's been certifying graduates to teach multiple forms of Quantum Energy Healing, Meditation, Yoga, Qigong and T'ai Chi for over 35 years.Timothy's programs and services inspire everyone to achieve their full mental, physical, emotional and heart-filled potential. They are enriched through his having held children and others at birth and death and coaching people of all ages through a variety of life challenges.Using Fairy Tales, Ancient Arts, Sacred Sciences and EVERYTHING IN BETWEEN, he empowers people of all ages to develop and use their infinite soul powers to achieve their full potential.Learn more from Timothy at: https://www.timothystuetz.com/About TheresaA wife and a mother to two children and grandmother, Theresa Alexander Inman is a Parenting Coach, Board Certified Behavior Analyst, Infant Toddler Development Specialist, Autism Spectrum Disorder Clinical Specialist. Introduced to behavior analysis in 2007 after years in the juvenile justice system.Her goal is to improve the lives of children and families by helping them strategize child develop skills to prevent or reduce the effects of possible delays while having fun! She also served as a panelist on the first annual Autism World Summit.Theresa is also an author, having published ⁠⁠⁠⁠⁠⁠⁠⁠⁠“Pathways to Early Communication”⁠⁠⁠⁠⁠⁠⁠⁠⁠ in 2022.Connect with Theresa today!• Instagram | ⁠⁠⁠⁠⁠⁠⁠⁠⁠Theresa Inman⁠⁠⁠⁠⁠⁠⁠⁠⁠• LinkedIn | ⁠⁠⁠⁠⁠⁠⁠⁠⁠Theresa Inman⁠⁠⁠⁠⁠⁠⁠⁠⁠• BabyBoomer.org | ⁠⁠⁠⁠⁠⁠⁠⁠⁠Theresa Inman⁠⁠⁠⁠⁠⁠⁠⁠⁠• YouTube | ⁠⁠⁠⁠⁠⁠⁠⁠⁠Parenting with Confidence⁠⁠⁠⁠⁠⁠⁠⁠⁠• Tiktok | ⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://www.tiktok.com/@parentcoachtheresa• Spotify via Anchor.fm | ⁠⁠⁠⁠⁠⁠⁠⁠⁠Parenting with Confidence ⁠⁠⁠⁠⁠⁠⁠⁠⁠Website: https://www.theresaalexanderinman.com/About Parenting on the SpectrumRaising autistic children comes with unique joys, challenges, and learning moments. Join host Theresa as she explores the diverse experiences of parenting kids on the spectrum. Each episode features expert insights, real-life stories, and practical strategies to help you navigate this journey with understanding, compassion, and strength. Whether you're a parent, caregiver, or ally, this podcast is your go-to resource for fostering connection and celebrating neurodiversity. Please share, comment, rate, and download! Be blissful! Theresa

Should kids focus on sports or the outdoors? In this episode, the Sturgis brothers dive into one of the biggest parenting debates today — balancing youth sports schedules with family hunting and fishing traditions. From Little League and volleyball to deer camp and the Wisconsin youth hunt, we talk about what sports teach our kids, how the outdoors shapes them differently, and why it's getting harder to keep both alive.

Check Playlist This episode of The Five Count featured an exclusive interview with singer and actress Lea Salonga. Lea is best known for her role as the singing voice of “Princess Jasmine” in the film Aladdin. She also provided voices for films like Mulan, My Neighbor Totoro and KPop Demon Hunters. During the show she discussed being known as a Disney princess, her memories of appearing in the film Ninja Kids as a child, and her current “Stage, Screen & Everything In Between” tour. Watch for her in your city soon!During the rest of the show we tried to decide if the death of Windows 10 means the death of The Five Count, Ton went on and on about his love for Depeche Mode and we discussed which buildings we'd like to be stuck in if we were ghosts. It's starting to get spooky around here! https://youtu.be/0QsqDQIVNMg?si=btu8FkJf8K7YjE7M

In this powerful episode, podcast host Daniel Smrokowski sits down with author and disability advocate Crystal Williams, who shares her journey of growing up with Kabuki Syndrome, a rare genetic disorder. Crystal discusses her new memoir, Finding My True Happiness: Life, Love and Everything In Between, and opens up about childhood surgeries, navigating hearing loss, and learning to live boldly as her authentic self.

(00:00:00) Welcome Dr. Hector Salazar (00:00:40) What is a silent rupture? (00:03:38) When should I get imaging for my breast implants? (00:04:18) How much does a breast MRI cost? (00:05:50) High definition ultrasound vs. MRI (00:09:17) What are we looking for on a breast ultrasound? (00:10:55) What to do if your implants might be ruptured (00:14:30) What to expect on your breast ultrasound day (00:16:55) How often should you get a breast ultrasound for implants? (00:19:00) What else can a breast ultrasound catch? (00:20:42) Breast implant imaging misconceptions (00:24:06) How soon should I fix a ruptured implant? (00:28:32) Links and outro Since silicone gel breast implant ruptures are silent and don't cause symptoms, they can go undetected for a very long time. Even though an MRI is recommended to check for ruptures three years after surgery and every two years after that, most people don't do it because MRIs are pricey and not exactly convenient. High-definition ultrasound is a more accessible, affordable alternative to an MRI. Routine ultrasounds every 2 to 3 years are a smart way to stay ahead of any issues with your breast implants, and yearly follow-ups offer extra peace of mind. San Diego plastic surgeon Dr. Hector Salazar helps us understand what breast ultrasounds can (and can't) reveal, how to know if your implant is ruptured, and what to do if something's not right. LinksLearn more about Breast Implant Ultrasound ImagingWatch our virtual event, Adding Breast Fullness: A Masterclass on Breast Implants, Natural Fat Transfers, and Everything In Between!Request a breast implant ultrasound appointment with Dr. SalazarMeet San Diego plastic surgeon Dr. Hector Salazar-ReyesLearn from the talented plastic surgeons inside La Jolla Cosmetic Surgery Centre, the 12x winner of the Best of San Diego and global winner of the 2020 MyFaceMyBody Best Cosmetic/Plastic Surgery Practice.Join hostess Monique Ramsey as she takes you inside LJCSC, where dreams become real. Featuring the unique expertise of San Diego's most loved plastic surgeons, this podcast covers the latest trends in aesthetic surgery, including breast augmentation, breast implant removal, tummy tuck, mommy makeover, labiaplasty, facelifts and rhinoplasty.La Jolla Cosmetic Surgery Centre is located just off the I-5 San Diego Freeway at 9850 Genesee Ave, Suite 130 in the Ximed building on the Scripps Memorial Hospital campus.To learn more, go to LJCSC.com or follow the team on Instagram @LJCSCWatch the LJCSC Dream Team on YouTube @LaJollaCosmeticSurgeryCentreThe La Jolla Cosmetic Surgery Podcast is a production of The Axis: theaxis.io 

In this juicy (and deeply educational) episode, Joel and Keegan welcome the one and only Dr. Evan Goldstein — America's leading anal health expert, founder of Future Method, and author of the new book Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between.We get into all the things nobody taught us about butt stuff — from how Dr. Goldstein became an anal surgeon (yes, that's a real job!) to the myths he's constantly debunking in his practice at Bespoke Surgical. We talk lube (yes, there is a wrong kind), douching safely, how to prep and recover properly, and why anal care is essential, not optional—especially for queer folks.Plus, we chat about Future Method's game-changing products, the stigma around anal wellness, and how Dr. G is leading a full-on butt revolution with science, empathy, and zero shame.Whether you're a bottom, top, verse, or just butt-curious, this episode is for YOU.

COVID, CANCER, BLOOD CLOTS & EVERYTHING IN BETWEEN In today's Take Your Power Back Show conversation, COVID, CANCER, BLOOD CLOTS & EVERYTHING IN BETWEEN, Kim Yeater speaks with embalming expert Richard Hirschman, who was highlighted in the 2022 documentary, DIED SUDDENLY, for his evidence regarding the change in the blood and fibrous material discovered during the embalming process. Also joining us is Thomas Haviland, a 20 Year Air Force Major-Data Analyst Specialist working closely with the embalmers and John Richardson Operation World Without Cancer and Richardson Nutritional Center aiming to contribute to a world where cancer is better understood and ultimately eradicated. These warriors are questioning the Medical Industrial Complex and helping people to TAKE BACK THEIR HEALTH! We are in for a great show today!! Kim Yeater-Take Your Power Back Showhttps://KimYeater.com https://www.TakeYourPowerBackShow.com Rumble: https://rumble.com/c/TakeYourPowerBackShow Live Stream: https://rumble.com/TakeYourPowerBackShow/livePodcast Platforms: https://takeyourpowerbackshow.buzzsprout.com Patriot TV:  https://patriot.tv/take-your-power-back/  X @realkimyeaterFB kimberlyyeater & TakeyourpowerbackshowIG Takeyourpowerback_kimyeaterT takeyourpowerbackshowTake Our Border Backhttps://TakeOurBorderBack. Com https://rumble.com/c/TakeOurBorderBack Live Stream:  https://rumble.com/TakeOurBorderBack/live X @TobbconvoymainX @TobbconvoycaliforniaX @TobbconvoyarizonaX @TobbconvoytexasSend us a textSupport the show

Send us a textIn this enlightening conversation, Medium Matilda and John Edward explore the intricacies of mediumship, addressing common misconceptions, the importance of education, and the emotional journey of connecting with the afterlife. They discuss the expectations people have when seeking readings, the role of mediums in facilitating communication with spirits, and the ethical responsibilities that come with the practice. Personal anecdotes and insights into the nature of grief and spirit communication provide listeners with a deeper understanding of the mediumship experience.The Podcast that talks about Life, Sprit and Everything In Between.As my work has evolved, so has the heart of this podcast. What began as a space to explore spiritual tools, and witchy wisdom has grown into something deeper - a place for real conversations and intuition, mediumship, personal growth, and signs spirit sends when we're paying attention.The new name, Beyond This....., reflects the journey we're all on - to move beyond labels, beyond limits, and into a more connected conscious life.Same voice. Same intention. A little more expansive.Thank you for walking Beyond This with me.Matilda x00:00Welcome to Beyond This01:51Understanding Mediumship06:27Unrealistic Expectations of Mediumship10:45Signs from the Spirit World11:59Patreon and Community Engagement15:19Interview with John Edward16:16Understanding Mediumship Expectations19:15The Role of the Medium in Readings22:18The Importance of Evidence in Mediumship25:16Navigating the Mediumship Landscape28:14The Responsibility of Mediums31:13Healing Relationships Through Mediumship34:09Preparing for a Mediumship Reading44:01Finding Trustworthy Mediums46:51Ego and Ethics in Mediumship49:18The Importance of Acknowledgment50:15Trusting the Process53:24Messages from Beyond57:44The Role of Gratitude01:02:23Enjoying the Journey01:04:44Paving the Way for Future Mediums01:08:17Introduction and Gratitude01:10:42Upcoming Predictions and Insights01:14:18Courses and Community EngagementYou can connect with Matilda at any of the following linksWebsiteTikTokInstagramPatreonBook tickets for John Edward Live shows in Australia and USA Evolve Plus is a great platform for education, watching live readings, learning about different modalities with John himself and other practicioners https://www.evolveplus.tv YouTube Music License VQ1ICS4KY0DD0LZO

Our Lenten worship series is inspired by A Sanctified Art and called Everything [In] Between. This worship series is an invitation to navigate the polarities in our lives with more faith, intention, and openness to be transformed. As Jesus dies on the cross, one thief resists him and the other accepts him as Messiah. Jesus resists the empire but accepts his fate. We also are called to resist systems of power and oppression, and yet we ultimately have to accept

Our Lenten worship series is inspired by A Sanctified Art and called Everything [In] Between. This worship series is an invitation to navigate the polarities in our lives with more faith, intention, and openness to be transformed. Pastor Matt's message invites reflection on Luke 19.29-40. Jesus doesn't instigate his own parade. Instead, just his quiet presence alone inspires the multitude to shout out and praise God. When the religious leaders try to silence the crowd, Jesus tells them that the

This week on The Gospel Jubilee Chip & Denny will be playing songs about the shed blood of Jesus Christ's on the cross and what His death means to you and me.   Here  are all of the ways you can listen to the Gospel Jubilee On your Echo device say, Alexa, play the Gospel Jubilee on Apple podcast. For a direct download go to: https://api.spreaker.com/v2/episodes/65447650/download.mp3       Ocean Waves Radio ... every Wednesday at 5:00 PM Eastern time., www.OceanWavesRadio.com   Thursday afternoons at 4:00 PM and Sunday mornings at 9:30 AM  EST on Southern Branch Bluegrass Radio, www.sbbradio.org   Saturday evenings at 7:00 and Wednesday afternoons at 4:00 CST on Radio For Life, www.RadioForLife.org   Legend Oldies Radio. Our broadcast will be aired every Sunday morning at 9:00 AM CDT. https://www.legendoldies.com   Playlist:   Artists |Song Title | Album   01. Gordan Mote - Power in the blood - "Gordan Mote Sings Songs Of Hymns & Inspiration"   02. Legacy Five - Bloodwashed band - "Count Your Blessings"   03. The Perrys - The blood and its power - "Through The Night"   04. The Collingsworth Family - Covered by the blood - "Hymns From Home"   05. The Guardians - I know it was the blood - "Reminisce"   06. The Kingdom Heirs - I'll never get over the blood that I'm under - "Everything In Between"   07. The Inspirations - the book, the blood, the blessed hope - "Pure Vintage"   08,. Lauren Talley - Thank You Jesus for the blood - "This Is For You"   09. The Spencers - The blood is still there - "Rapture Ready (Live)"   10. Gordan Mote - O, the blood - "Gordan Mote Sings Songs Of Hymns & Inspiration"   11. The Booth Brothers - Nothing but the blood - "Hymns - Volume 3 Songs"   12. Brian Free & Assurance - The blood will never lose its power - "Timeless Hymns & Classics"   13. Carroll Roberson - One drop of blood - "The Spirit Of Praise"   14. The Carolina Boys Quartet - The blood of Jesus - "Faith In A Great God"   15. The Shireys - Because of the blood - "All The Way"   16. Masters Voice - It's still the blood of the old rugged cross - "Rescued From Religion"   17. Ivan Parker - It took the blood - "Believe"   18. Jim & Melissa Brady - I see a crimson stream - "Hope Keeps Writing The Song Deluxe Edition"   19. Triumphant Quartet The blood medley - "Hymns Collection"   20. The Hayes Family - All in the blood of Jesus - "For His Glory"   21. The Herb Henry Family - The blood remains - "Worship The Name 30th Anniversary Edition"   22. The Freemans - It still takes the blood - "Tower Of Song"   23. The Craguns - Love grew where the blood fell - "Monday Faith"   24. Paid In Full - Hallelujah for the blood - "30th Anniversary Special Edition"  

Our Lenten worship series is inspired by A Sanctified Art and called Everything [In] Between. This worship series is an invitation to navigate the polarities in our lives with more faith, intention, and openness to be transformed. Pastor Matt's message invites reflection on Jesus' encounter with Zacchaeus in Luke 19.1-10. The crowds grumble at Jesus' self-invitation to stay with Zacchaeus, and their righteous indignation isn't without cause. As a tax collector, Zacchaeus has extorted money and acted in collusion with

Our Lenten worship series is inspired by A Sanctified Art and called Everything [In] Between. This worship series is an invitation to navigate the polarities in our lives with more faith, intention, and openness to be transformed. Pastor Matt's message invites reflection on a parable from Luke 15.1-7 which is often called the Parable of the Lost Sheep. Who in this story is really lost? Who is found? Where might we be on the continuum between lost and found? Worship

Our Lenten worship series is inspired by A Sanctified Art and called Everything [In] Between. This worship series will be an invitation to navigate the polarities in our lives with more faith, intention, and openness to be transformed. Each weekly sub-theme explores two supposed binaries, like “faith & works” or “rest & growth,” or “grief & hope.” We often consider these ideas to be opposing. However, as we explore these concepts within the scriptures, we find nuance and complexity. We find

Send us a textIn this episode of the Hodge Pack podcast, Hodge, Josh and Misti, have one of the most sports, live and "Everything In Between," shows of all time. Canada has the final laugh in the 4 Nations tournament as they defeated the USA team 3-2 in OT. We discuss, what is the role of a professional sports owner? Is it winning championships or creating an atmosphere for families?Abilene Christian University head baseball coach Rick McCarty joins on the Pest Patrol phoneline, to talk about the 2025 season, and stadium renovations. In Misti's bag, she poses the question, who is the best sports duo of all time. It was really hard to narrow that topic down.Chip Townsend and Benton Overby from Team Chip Martial Arts talk about their martial arts journey. They share about their non-profit benefit coming up too.The martial arts question opened up what would, Hodge, Josh and Misti use as a weapon. Josh actually at one time bought ninja stars.Support the show

Join me for a timely exploration of how weather shapes our landscapes, ecosystems, and personal experiences of the natural world. Writer and naturalist Matt Gaw discusses his latest book, In All Weathers. As we face an increasing onslaught of extreme and unpredictable weather patterns across the globe, Matt's reflections on walking through the elements—be it storm, drought, or downpour—offer both a poetic and urgent perspective on our relationship with the forces that govern life on Earth. Tune in for a thought-provoking conversation on resilience, adaptation, and the beauty found in even the most inhospitable conditions. Links In All Weathers: A Journey Through Rain, Fog, Wind, Ice and Everything In Between by Matt Gaw  www.mattgaw.com Other episodes if you liked this one: If you liked this week's episode with Matt Gaw you might also enjoy this one from the archives:  191: Plants and People - Hello and welcome to this week's episode where I'm speaking to Marion Whitehead from the Blue Mountains Botanic Garden in New South Wales, Australia, part of the Royal Botanic Gardens Sydney. I talk with Marion about one of her areas of speciality; the intersection of plants and human feelings, particularly in the context of 3 books as recommended by Marion; Enid Blyton's ‘The Magic Faraway Tree', Frances Hodgson Burnett's ‘The Secret Garden' and ‘The Overstory' by Richard Powers. 220: The Gardener's Almanac - To book-end the winter break, I'm sort of picking up where we left off by talking about a way to mark the passing of the year and the seasons and to ground yourself and your gardening endeavours in the natural patterns that govern them. My guest is Lia Leendertz, author of the annual The Almanac: A Seasonal Guide and she starts by talking about the origins of her almanac.   Please support the podcast on Patreon

Our librarians suggest some 'easy' reads to 'ease' you into the new year. Check out what we talked about: "Undertow: A Short Story" by Marlena Frank with readalike "The Deep" by Nick Cutter. "Everything Is OK" by Debbie Tung as well as "Happily Ever After and Everything In Between," "Book Love," and "Quiet Girl in a Noisy World" by the same author. "The Yellow Wallpaper" by Charlotte Perkins Gilman with readalike "The Bell Jar" by Sylvia Plath. "Rabbits" by Terry Miles and its sequel "The Quiet Room" by the same author. "What Moves the Dead" by T. Kingfisher with watchalike series "The Fall of the House of Usher" from Netflix. "The Raw Shark Texts" by Steven Hall, likened to the series "Doctor Who" from BBC and the film "Memento" directed by Christopher Nolan. To access complete transcripts for all episodes of Not Your Mother's Library, please visit: oakcreeklibrary.org/podcast Check out books, movies, and other materials through the Milwaukee County Federated Library System: countycat.mcfls.org hoopladigital.com wplc.overdrive.com oakcreeklibrary.org

Get ready to dive into the cheeky side of health with Dr. Evan Goldstein, the leading anal health expert in the U.S. In this episode, we're exploring all things butt-related in a fun and relatable way, thanks to Dr. Goldstein's brilliant book, *Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between.” What to Expect Humor Meets Health: Why did Dr. Goldstein sprinkle his book with puns? Was it all part of the plan, or just a cheeky bonus? Expert Insights: What does it truly mean to be the top anal health guru in America? Burning Questions: What are the most common questions about anal play and what should everyone know about the backdoor?   Myth-Busting: We'll tackle the biggest misconceptions surrounding anal health and pleasure (even Amy got new backdoor knowledge!). Tips for Bliss: Want to enhance your intimate experiences? Dr. Goldstein shares his top strategies for achieving ultimate sexual bliss through anal play. Health Essentials: Discover the key pieces of knowledge everyone should have about maintaining anal health. Plus, we'll have a rapid-fire round where Dr. Goldstein rates some popular practices—are they hot or not? Healthy or problematic? Get ready to laugh your ass off–figuratively speaking of course. With a background as the founder of Future Method and a surgeon dedicated to restoring the human butt, Dr. Goldstein has been featured in major publications like GQ, Men's Health, and Cosmopolitan. He is also one of the few surgeons in the world whose practice, Bespoke Surgical, is dedicated to treating and restoring the human butt. You don't want to miss this enlightening and entertaining conversation that blends expert advice with a dash of humor.  Teaser Curious about how to keep your butt happy and healthy? Tune in and we'll get to the bottom of it! To learn more go to bespokesurgical.com and click HERE to get your copy of Dr. Goldstein's amazing book.  Join us for our next Shameless Sex retreat in Indio, CA May 8th-11th, 2025! https://tinyurl.com/2pfuyvef Come to our online Energy Orgasm and Cuddle Yoga Pre-Valentine's Day workshop: https://tinyurl.com/3c9z2y7s Get premium access to our behind the scenes episodes here: https://shamelesssex.supportingcast.fm Do you love us? Do you REALLY love us? Then order our book now! Go to shamelesssex.com to snag your copy Support Shameless Sex by sending us gifts via our Amazon Wish List Other links: Download our favorite dating app Feeld on the app store or google play, or go here: https://feeld.co/ Get 20% off single orders and 30% off subscriptions on our favorite men's performance booster with code SHAMELESS http://tryjoymode.com Get 10% off our new favorite waterproof sexy-time blanket with code SHAMELESS at https://www.amazon.com/promocode/A3J8AXYZZEQC70 Get 10% off + free shipping with code SHAMELESS on Uberlube AKA our favorite lubricant at http://uberlube.com Get 10% off while mastering the art of pleasure at  http://OMGyes.com/shameless Get 15% off all of your sex toys with code SHAMELESSSEX at http://purepleasureshop.com

The Police Undercover Dangers, Life and Death Threats. Undercover police work is a mysterious and often misunderstood facet of law enforcement. While Hollywood often glamorizes it with high-stakes drama and larger-than-life heroes, the reality is far from glamorous. It's a world of intense danger, ethical complexities, and immense personal sacrifice. For officers like Adam Wills, a former under-sheriff whose undercover assignments put his life and family at risk, the stakes were and still are life and death. Check out and follow the Law Enforcement Talk Radio Show and Podcast on Facebook, Instagram, LinkedIn, Newsbreak, Medium and most all social media platforms.    Undercover Dangers: A Glimpse into the Shadows  Adam Wills, once the second-in-command of a small police agency, faced unimaginable challenges during his undercover work. Tasked with infiltrating a cartel-based drug organization, his work was so sensitive that only the sheriff knew of his assignment. Even today, years after leaving the role, threats against him and his family persist. His story underscores the relentless pressures and lasting consequences of living a double life for the greater good. Listen to the interview with him on the Law Enforcement Talk Radio Show and Podcast website, Apple Podcasts and Spotify and most major podcast platforms.  Undercover officers like Wills step into roles few dare to take. With small agencies often stretched thin, these officers are thrust into situations where their anonymity is crucial. In small communities, where everyone knows everyone, mounting a covert operation with regular personnel is nearly impossible. Outsiders, like Adam, are brought in, risking their lives to collect evidence and dismantle criminal networks. The Police Undercover Dangers.  Look for more stories about this in platforms like Medium and Newsbreak. The Risks: Life, Death, and Everything In Between   Undercover policing is inherently dangerous. Officers face threats not only from criminals but also from the psychological toll of their work. Here are some of the most pressing dangers they encounter:   Physical Threats: Undercover officers often walk a tightrope of danger, interacting with individuals capable of extreme violence. A single misstep can lead to fatal consequences, putting both the officer and innocent bystanders at risk.  - Psychological Strain: Living a double life takes a toll. Officers must suppress their true identities, often adopting behaviors that conflict with their core values. This dissonance can lead to depression, anxiety, and difficulties reintegrating with family and colleagues after the assignment ends.  - Threats to Family: As Adam's story illustrates, the ripple effects of undercover work extend beyond the officer. Criminal organizations have long memories, and threats to loved ones are a common tactic used to intimidate and retaliate.   The Undercover Role: Not for Everyone Despite its critical importance, undercover work is rare. An estimated 99.9% of police officers never take on such assignments. It's a highly specialized area requiring not only skill and training but also a particular temperament. Officers must convincingly immerse themselves in the criminal world, adopting new personas and behaviors without raising suspicion. The Police Undercover Dangers, Life and Death Threats. Be sure to follow the Law Enforcement Talk Radio Show and podcast on Facebook, Instagram, LinkedIn, Newsbreak, Medium and most all social media platforms.   For small agencies, this challenge is magnified. Limited resources mean they often rely on temporary hires like Adam, who are unrecognizable in the community. However, these officers face unique vulnerabilities, including unstable income, lack of retirement benefits, and limited institutional support if operations go awry.   Breaking Down the Myths   Television and movies often paint undercover work as thrilling and action-packed, but the reality is far less glamorous. Much of the job involves painstakingly building trust, gathering intelligence, and waiting for the right moment to act. The hours are long, the work is tedious, and the results are not always guaranteed.  Keep informed by following the Law Enforcement Talk Radio Show on Facebook, Instagram, LinkedIn, MeWe, Pinterest, Newsbreak, Medium and other social media outlets. Platforms like the Law Enforcement Talk Radio Show and Podcast website, Apple Podcasts and Spotify make these stories more accessible, allowing listeners to become informed and vigilant.  While some undercover assignments yield groundbreaking arrests and dismantle dangerous networks, others may end with little to show for the risks taken. This disparity can be frustrating for officers and underscores the complexity of their work.  Keep informed by following the Law Enforcement Talk Radio Show on Facebook, Instagram, LinkedIn, MeWe, Pinterest, Newsbreak, Medium and other social media platforms. Life After Undercover   For Adam Wills, transitioning out of law enforcement became a new mission. He now dedicates his time to helping officers navigate career changes, sharing his experiences through platforms like Facebook, Instagram, LinkedIn, and his Spotify podcast. His story resonates with listeners on apps like NewsBreak and inspires others to find their path after the badge. The Police Undercover Dangers.  Wills' journey highlights the need for better support systems for officers, especially those emerging from high-stress roles like undercover work. From mental health resources to career counseling, these tools are vital for ensuring a healthy and successful transition. The interview is available as a free podcast on the Law Enforcement Talk Radio Show, which is available as a free podcast on their website on platforms like Apple, Spotify and most major podcast platforms.    The Bigger Picture  Undercover policing remains a cornerstone of law enforcement strategy, especially against organized crime. Despite its challenges and risks, it has proven instrumental in dismantling criminal enterprises and ensuring public safety.   However, as Adam Wills' story reminds us, the human cost of this work cannot be ignored. From the physical dangers to the psychological toll, undercover officers bear a heavy burden in their quest to protect and serve. The Police Undercover Dangers, Life and Death Threats.   As law enforcement agencies continue to adapt to evolving threats, the need for ethical oversight, robust support systems, and public understanding will only grow. By shining a light on the hidden world of undercover policing, we can better appreciate the sacrifices made by those who operate in the shadows. Learn useable tips and strategies to increase your Facebook Success with John Jay Wiley. Both free and paid content are available on this Patreon page. Get the latest news articles, without all the bias and spin, from the Law Enforcement Talk Radio Show and Podcast on the Newsbreak app, which is free. Listen to this for free in Apple Podcasts, Spotify, our website or most major podcast platforms. Background song Hurricane is used with permission from the band Dark Horse Flyer Find a wide variety of great podcasts online at The Podcast Zone Facebook Page, look for the one with the bright green logo. Be sure to check out our website. Be sure to follow us on MeWe, X, Instagram, Facebook,Pinterest, Linkedin and other social media platforms for the latest episodes and news. The Police Undercover Dangers, Life and Death Threats. Attributions OJP Quora.com Researchgate Criminal LawazSee omnystudio.com/listener for privacy information.

Welcome to this week's episode of Sex, Love & Everything In Between! Join Meg and Jacob O'Neill as they share the raw and beautiful story of their unassisted home birth. They take you through every moment, from the gentle flow of early labor to the deep, powerful sounds that welcomed their son, Oisin, into the world.Meg opens up about how she tapped into the ancient wisdom of her body, fully embracing the intensity of each surge. “Letting the ancient wisdom of my body vocalize through me,” she shares, highlighting the beauty of surrendering to this incredible experience. Jacob reflects on his role as a steady support, creating a safe space for Meg during this transformative journey. Together, they dive into themes of trust, simplicity, and the healing power of being witnessed by another mother.Whether you're curious about free birth, what labor really feels like, or the deep connections between birth and ceremony, this conversation is a heartfelt reminder of the strength and intuition that come with bringing new life into the world.They also riff off on:How Meg's embodiment practices guided her through laborMeg describes the deep sounds that emerged during labor—not screams, but a guttural expression of her body's wisdom.The importance of having a supportive birth keeperJacob's thoughts on masculinity and supporting a birthing partnerThe unexpected turns during labor that brought both joy and confrontation.Tips for creating a sacred and distraction-free space for birthand many more!⚡ Loved this episode? Make sure to subscribe and leave us a review! We love hearing your thoughts and experiences.⚡ Let's stay connected:- Follow Meg: @the.meg.o- Follow Jacob: @thejacoboneill⚡ Grab our relationship freebie: https://meg-oneill.com/relationship-freebie⚡ Join DESIRE DATE: https://meg-oneill.com/desire-date⚡ Join Full Spectrum Woman: https://meg-oneill.com/full-spectrum-woman⚡ Join TGOM - https://www.theembodiedmaninstitute.com/tgom-2024Listen to Part 1 of the Birth Story here: Ep 95: Our Birth Story Part 1Jacob & Meg also coach individuals & couples. Reach out to them via Instagram for more information. 

Wondering how to approach the topic of masturbation with your teen? In this episode, Dr. Lisa and Reena dive into the challenges and importance of having open conversations about sexual development. They explore how sex-positive parenting can help remove shame from these discussions while respecting teens' need for privacy and boundaries. They also cover the influence of pornography and how parents can guide their teens toward healthier understandings of sex and relationships through thoughtful sex education.  We want to hear from you! How do you foster non-judgmental communication and promote healthy attitudes toward sexuality? Books mentioned in this episode: Girls & Sex by Peggy Orenstein Boys & Sex by Peggy Orenstein Sex, Teens, & Everything In Between by Shafia Zaloom Yes, Your Kid by Debby Herbenick Follow and subscribe to our YouTube channel where you can see all our latest video episodes: https://youtube.com/@asklisapodcast And follow us on YouTube, Instagram, Facebook, Twitter, and LinkedIn @AskLisaPodcast, @Lisa.Damour, @ReenaNinan. Checkout Dr. Lisa's website for more resources: https://www.drlisadamour.com/ Ask Lisa is produced by: https://www.goodtroubleproductions.com Keywords: masturbation, sex-positive parenting, shame, privacy, boundaries, pornography, sex education Learn more about your ad choices. Visit podcastchoices.com/adchoices

On Monday, Zuckerberg sent a letter to the powerful House Judiciary Committee, stating that the Biden administration had “pressured” Meta to “censor” content during the pandemic. “In 2021, senior officials from the Biden Administration, including the White House, repeatedly pressured our teams for months to censor certain COVID-19 content, including humor and satire, and expressed a lot of frustration with our teams when we didn't agree,” Zuckerberg said. The Meta chief added that the pressure he felt was “wrong” and he came to “regret” that his company, the parent of Facebook and Instagram, was not more outspoken. Related article: https://www.cnn.com/2024/08/27/media/mark-zuckerberg-election-season-republicans/index.html Independent Thought is a podcast hosted by, Desmond Price. Life. Politics. Everything In Between. Links for Independent Thought:

We're telling the truth, the HOLE truth, and nothing BUTT the truth this week. It's all about anal health today on the pod, and we're sitting down with one of the most esteemed butt doctors in the biz: Dr. Evan Goldstein -  or as we call him “the Robin Hood of anal.” Dr. Goldstein is here to get us together and answer all the burning questions - literally. How do we wipe? What is the scoop on fiber? And what is a fistula? Asking for a friend… Dr. Goldstein is the founder and CEO of Bespoke Surgical – a first of its kind health practice specializing in gay men's sexual health and wellness. He is one of the few surgeons dedicated to treating and restoring the human butt, and as a gay man, he understands both the physical challenges of anal play and recognizes the psychological and emotional issues that get in the way of engaging successfully and pleasurably. Dr. Goldstein has been featured in Cosmopolitan, Well+Good, Men's Health, Howard Stern, and more. His new book, “Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between” is a refreshingly inclusive and sex-positive, backdoor bible for anyone looking to uplevel their sex life. You can follow Dr. Evan Goldstein on Instagram @drevangoldstein. You can also follow Bespoke Surgical on Instagram @bespokesurgical. Bespoke Surgical is on TikTok @bespokesurgical. Follow us on Instagram @CuriousWithJVN to join the conversation. Jonathan is on Instagram @JVN. Transcripts for each episode are available at JonathanVanNess.com. Find books from Getting Curious guests at bookshop.org/shop/curiouswithjvn. Our senior producer is Chris McClure. Our editor & engineer is Nathanael McClure. Production support from Julie Carrillo, Anne Currie, and Chad Hall. Our theme music is “Freak” by QUIÑ; for more, head to TheQuinCat.com. Curious about bringing your brand to life on the show? Email podcastadsales@sonymusic.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This is a special episode that I wanted to present. I was recently on an episode of the great podcast, Movie Lovers Unite, hosted by John DiGregorio and Rossie and, I was with another good friend and guest Beth from the Made-For-TV-Movie Club. All of these folks have been on Back Look Cinema at one time or another and I was honored to be with them to talk about The Breakfast Club. So please sit back, relax and check out this awesome episode of Movie Lovers Unite. Movie Lovers Unite Links:Movie Lovers Unite Podcast: https://pod.link/1471803231Buy some merch from us by clicking the link https://www.bonfire.com/movie-lovers-unite-podcast-1/To donate to us  feel free to buy us a coffee  https://www.buymeacoffee.com/MovieloversFollow us on Facebook  https://www.facebook.com/HouseNerdGeekFollow us on Instagram  https://www.instagram.com/movieloverstvloversunite/Follow us on Twitter  https://twitter.com/movieloversunitFollow us on Tiktok  https://www.tiktok.com/@movieloverstvloversunit0If you want to reach out to us you can by emailing us at  movieloversunite@gmail.com Rossie's LinksRossie Talks Movies and Everything In Between: https://youtube.com/@rossietalksRossie's Clubhouse: https://youtube.com/@rossiesclubhouse?si=QT6-ToJaqp8K7XEgInstagram: https://www.instagram.com/mccree123hotmailcom/Twitter: https://twitter.com/RossieLynnBarq1Facebook: https://www.facebook.com/rossie.mccree Made-For-TV-Movie Club LinksFacebook: Made-For-TV Movie Club Podcast - https://www.facebook.com/MFTVMovieClubPodcastTwitter:  @TVMovieClubPod1 - https://twitter.com/TVMovieClubPod1Instagram: made_for_tv_movie_club  - https://www.instagram.com/made_for_tv_movie_club/or Google: #mftvmcpodcast  Please leave a comment, suggestion or question on our social media: Back Look Cinema: The Podcast Links:Website: www.backlookcinema.comEmail: fanmail@backlookcinema.comYouTube: https://www.youtube.com/@backlookcinemaTwitter: https://twitter.com/backlookcinemaFacebook: https://www.facebook.com/BackLookCinemaInstagram: https://instagram.com/backlookcinemaThreads: https://www.threads.net/@backlookcinemaTikTok: https://www.tiktok.com/@backlookcinemaTwitch https://www.twitch.tv/backlookcinemaBlue Sky: https://bsky.app/profile/backlookcinema.bsky.socialMastodon: https://mstdn.party/@backlookcinemaBack Look Cinema Merch at Teespring.comBack Look Cinema Merch at Teepublic.com Again, thanks for listening.

Michigan Governor Gretchen Whitmer is a rising star in the Democratic party, currently traveling throughout the country on behalf of her party's likely nominee Vice President Kamala Harris. Plus, Whitmer has a new memoir out, titled True Gretch: What I've Learned About Life, Leadership and Everything In Between.

On a new TAGSPODCAST aka Talk About Gay Sex podcast, Host Steve V welcomes the good doctor, Dr. Evan Goldstein back to the show to discuss his brand new book, "Butt Seriously" - The Definitive Guide to Anal Health, Pleasure and Everything In Between. Topics discussed:Dr. Goldstein reveals why he shares his own personal journey with sex and pleasure6-week Booty CampHow to eat when you want to bottomWhy the book is good for Tops!The fun various positions of sex to exploreA whole discussion on how we poopWhen things arise like hemorrhoids, fussures and more...Season 8 kickoff continues - Get our upcoming exclusive livestream! Patreon.com/tagspodcastGet 20% Off plus Free Shipping for the Sexual Performance Booster by JOYMODE. Go to usejoymode.com/tags and use code: TAGS Follow Dr. Goldstein: @bespokesurgicalFollow Dr. Goldstein's Future Method: @thefuturemethodSteve V's Link Tree: https://linktr.ee/tagspodcastFollow Steve V. on IG: @iam_stevevhttps://linktr.ee/kodimauricehttps://linktr.ee/kodimauriceFollow Kodi's Life Coaching on IG: @kmdcoachingFollow Kodi Maurice Doggette on IG: @mistahmauriceWanna drop a weekly or one time tip to TAGSPODCAST - Show your love for the show and support TAGS!Visit our website: tagspodcast.comNeeds some advice for a sex or relationship conundrum? Ask TAGS! DM US ON IG or https://www.talkaboutgaysex.com/contactFollow Of a Certain Age on IG: @ofacertainagepod

Send us a Text Message.Lifestyle Education | Anal Pleasure for All: Expert Tips from Dr. Goldstein | Episode 150Welcome to another captivating episode of The Swing Nation Podcast, the top-rated lifestyle podcast about non-monogamy and swinging! In this episode, your hosts Dan and Lacy sit down with Dr. Goldstein, a nationally renowned anal surgeon and author of "Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In-Between."Join us as we delve into the stigmas and misconceptions surrounding anal sex. Dr. Goldstein brings his expertise to the table, shedding light on the often misunderstood topic and offering valuable insights into making anal sex a pleasurable experience for any gender. From debunking myths to providing practical steps for enhancing pleasure, this episode is packed with essential information for anyone curious about or interested in exploring anal sex.Tune in to learn how to approach anal play with confidence, ensure safety, and maximize enjoyment. Whether you're a seasoned explorer or a curious newcomer, this conversation with Dr. Goldstein will equip you with the knowledge and tips you need to make your experiences both satisfying and safe.Don't miss out on this enlightening discussion—hit play now and empower yourself with expert advice on anal health and pleasure!Learn More with Dr. Goldstein: https://bespokesurgical.com/- The Swing Nation - Main Website Quick Navigation Website: -- (Find all our social media links & more!) Follow us on Facebook! The Podcast Website- Swinger Society - Our Website to meet, connect & events Swinger Society Discord Our Facebook Group- Swinger Websites -Kasadie 90 day free trialUsername: TheSwingNation SDC 14 day free trial Username: TheSwingNation** Use code 36313 for 14 days free! ** SLSUsername: NorthernGuynSouthernGirl- Merch & More -Order Your Merch Here!- Lacy's Fun Links - VIP OnlyFans PREMIUM OnlyFans-- THANK YOU TO OUR SPONSORS --Wisp : Making sexual healthcare inclusive, cost-effective, and accessible—for everyoneUse Code SWING at checkout for 15% off your oder! Shameless Care: ED Medication and at home STD testingUse Code TSN at checkout for $30 off your order!Promescent® Make Love Longer, It's Time for Great SexSupport the Show.- Thank you for the support! -

99.5 percent of megaprojects are either over time, over budget or have lower benefits than expected. What's going wrong? Today, we look at case studies from California's high speed rail project to the Sydney Opera House to consider the do's and don'ts of ambitious projects. Bent Flyvbjerg and Dan Gardner's book on megaprojects is How Big Things Get Done: The Surprising Factors that Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything In Between. Related episodes:Why building public transit in the US costs so much (Apple / Spotify) Planes, trains and bad bridges (Apple / Spotify) ICYMI, preorder our new Indicator t-shirt at the NPR shop. For more ways to support our show, sign up for Planet Money+ where you'll get sponsor-free listening, bonus episodes, and access to even more Indicator merch!Music by Drop Electric. Find us: TikTok, Instagram, Facebook, Newsletter. Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

Yikes! Her boyfriend's pre-teen son has been stealing her underwear. This very naughty lad lives with them half the time. How can she get this boundary violation out of her head?  12 long years ago, he cheated on his wife. They got through it with therapy and endless processing. While watching TV with their kids (age 10 and 13) the subject of infidelity came up on the show, and his wife appeared upset. She was angry that he didn't pause the show and tell his kids that he had cheated on their mom. How can he work with her unresolved issues? On the Magnum, we are delighted to bring back our favorite anal surgeon, Dr. Evan Goldstein of Bespoke Surgical Dr. Goldstein has a new book out: "Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between." His take on sexual health and prioritizing pleasure is refreshing and rare. He and Dan talk about the health challenges transwomen face, and whether you can stretch out your ass in one fateful evening.  A gay man has a bad track record with polyamory. Every time he gets together with a couple, trouble follows. Does it work for anyone? Ever?  Q@Savage.Love          206-302-2064  This episode is brought to you by Squarespace. They make it easy to build a website or blog. Give it a whirl at Squarespace.com/Savage and if you want to buy it, use the code Savage for a 10% off your first purchase. This episode is brought to you by Hims, providing affordable access to ED treatment, online. Start your free online visit today at Hims.com/Savage. Foria is an all natural health & sexual wellness company with product lines using the power of plant actives & CBD to effectively enhance intimacy, sexual pleasure, daily wellbeing, and relief from discomfort. Get 20% off your first order by visiting ForiaWellness.com/Savage

Anal sex (and how to make it pleasurable) is one of those topics that people usually have to figure out all on their own. So think of today’s episode as the all-you-need-to-know guide to good anal sex. Some of the topics we'll explore include what you need to know about anal douching, how to choose the right lube, tips for preparing and relaxing so that you can experience pleasure instead of pain, and more. I am joined once again by Dr. Evan Goldstein, who is the Founder and CEO of Bespoke Surgical, a leading private practice specializing in an elite standard of sexual health and wellness care for the gay community. He is also co-founder of the sexual wellness brand Future Method and author of the new book Butt Seriously: The Definitive Guide to Anal Health, Pleasure, and Everything In Between. Some of the topics we cover in this episode include: How can paying attention to diet and nutrition help pave the way for more pleasurable anal sex? What do people need to know about anal douching in order to optimize health and pleasure? Why is dilating an important part of preparation before anal sex? What are the best kinds of lube for anal sex? What are some good beginner tips and techniques for penetration? You can visit Evan’s website to learn more about him and his work. Got a sex question? Send me a podcast voicemail to have it answered on a future episode at speakpipe.com/sexandpsychology. *** Thank you to our sponsors!  Xersizer is the world's only FDA regulated hydropump and it provides a discreet and effective way to exercise an area of the body that’s neglected in the gym. To learn more and get a 20% discount off of your purchase, visit xersizer.com/SAP. *** Want to learn more about Sex and Psychology? Click here for previous articles or follow the blog on Facebook, Twitter, or Reddit to receive updates. You can also follow Dr. Lehmiller on YouTube and Instagram. Listen and stream all episodes on Apple, Spotify, Google, or Amazon. Subscribe to automatically receive new episodes and please rate and review the podcast! Credits: Precision Podcasting (Podcast editing) and Shutterstock/Florian (Music). Image created with Canva; photos used with permission of guest.