Podcasts about financial advisors

Stand-up comedian and writer Josh Johnson returns to Money Rehab nearly two years after his first time on the show. Since then, he has become a hosting correspondent on The Daily Show, reached millions of followers on socials and continued to post a new stand up set to YouTube (he's done this for 156 consecutive weeks). He talks about how he's avoided lifestyle creep as his career has flourished, the best money advice he's received, and why being broke is like drowning in a swimming pool.     Then, Nicole gets Josh's take on some of the strangest recent money headlines, including a woman who reportedly saved $15,000 on groceries by going on dates, Victoria's Secret stock jumping 48% after changing its ticker to “VSXY,” and why taxes are apparently making Gen Z cry. Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Follow Josh Johnson's incredible work and see him live! Listen to Josh's first interview on Money Rehab Here's what Nicole covers with Josh: 00:00 Are You Ready for Some Money Rehab? 01:46 What's Changed Since Last Time 04:10 The Ownership Illusion 06:28 Why Even Billionaires Never Feel Safe 08:00 How to Stop Moving the Goalpost on Financial Safety 09:18 Lifestyle Creep 12:00 Selling Shoes on eBay and Wikifeet 14:03 The Poisoned Pizza Story 15:18 Why Being Broke Is Like Drowning 19:00 Money-Saving Extremes 24:40 The Culture of Greed and “Good Business” 26:39 Food Insecurity in America 32:17 Cheap Corruption and Political Money 33:03 Structured Notes 37:38 Are We Doing NFTs Again? 40:37 Why Josh Is Skipping AI IPOs He Doesn't Understand 43:00 Funny Money 43:12 The Guy Who Asked His Date for a Venmo Refund 44:53 The Woman Who Saved $15K in Groceries by Going on Dates 46:22 Victoria's Secret's 48% Stock Surge From a Ticker Change 49:00 The $80K AI Deepfake Soap Opera Scam 51:39 Have Taxes Ever Made You Cry? 55:31 Trump's Face on a $250 Bill 59:23 Josh Johnson's Tip You Can Take Straight to the Bank All investing involves the risk of loss, including loss of principal. This podcast is for informational purposes only and does not constitute financial, investment, or legal advice. Always do your own research and consult a licensed financial advisor before making any financial decisions or investments.

Financial Advisors React is back with some of the wildest money clips on the internet. From “money is just an idea” and private chef tax write-offs to trading challenges, student loan reality checks, and people who have never heard of a 401(k), Brian and Bo break down the financial lessons hidden inside the chaos. Along the way, they cover investing, saving, retirement planning, index funds, wealth building, financial literacy, and why getting rich is usually a lot less exciting than social media makes it look. If you've ever wondered whether internet money advice actually works, this episode is for you. ⁠⁠⁠⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. Learn more about your ad choices. Visit megaphone.fm/adchoices

The most expensive financial advisor many people will ever have doesn't send an invoice. It doesn't show up on a fee disclosure. It never introduces itself. But it has shaped more financial decisions, and quietly eroded more wealth, than almost any market downturn, bad product, or conflicted advisor ever could. That advisor is fear.  Fear is the most expensive financial advisor you'll ever have because it rarely looks like panic in the moment. It often feels like wisdom, caution, urgency, or responsible planning. And it tends to show up in two forms. There's the fear of losing what you have, driving over-protection, paralysis, and a growing pile of products you can barely explain.  And there's the fear of missing out, driving premature decisions, underestimated risk, and the nagging sense that you need to move before the window closes.  Neither version is obviously destructive from the inside. Both feel like good judgment at the time. https://youtu.be/OY4kzrZGsYU This article isn't an argument against caution, protection, or careful planning. It's an argument for knowing the difference between a decision made from purpose and one made from panic. Because that difference, compounded over years, is enormous. Key takeaways:Fear Is Subjective, and That's Why It's So Hard to AddressHow Financial Fear Gets ManufacturedThe Two Faces of Financial FearWhat Fear-Based Decisions Actually CostThe Opportunity Cost of Displaced CapitalThe Coordination Cost of FragmentationThe Advisory Cost of Fear ManagementThe Confidence Cost Nobody Talks AboutSigns Your Financial Life Is Running on FearThe Antidote Is Clarity of Purpose, Not FearlessnessSafety, Liquidity, and GrowthThe LIFE FrameworkThe Wealth Creator's Cash Flow SystemProtection Is Not Fear, When It's Done RightStart With Clarity, Not FearBook a Strategy CallFrequently Asked QuestionsWhat is fear-based financial decision-making?How does financial fear affect long-term wealth?What is the difference between fear-based planning and prudent planning?What does "clarity of purpose" mean in financial planning?How do I know if my financial advisor is managing through fear?What is the LIFE framework for financial planning? Key takeaways: Fear operates as a financial advisor that most people never identify or fire It appears at both ends of the risk spectrum: loss aversion and fear of missing out Much of the financial marketing ecosystem is designed to manufacture and amplify fear The hidden costs of fear-driven decisions don't appear on any statement Clarity of purpose, not fearlessness, is what replaces reactive decision-making Frameworks like safety/liquidity/growth and the LIFE model transform fear into strategy Fear Is Subjective, and That's Why It's So Hard to Address Financial fear is not a character flaw. I want to be clear about that from the start. It's a real emotional experience, and throwing a spreadsheet at someone who is genuinely afraid does not help them.  That approach respects the numbers, not the person. Behavioral finance research has spent decades documenting this: logic alone doesn't move people out of fear. Education does, but only when the emotion is acknowledged first. Fear is also deeply subjective, which makes it especially difficult to work with. Ask two people how much risk they want to take, use a word like "moderate," and you'll get two completely different answers. And that's before anything has actually happened.  Real risk tolerance isn't revealed on a questionnaire. It's revealed when the market moves, when the headline is bad, when the number on the screen is lower than it was last month. There's a question worth sitting with: if your portfolio could go up $50,000, but you had it positioned too conservatively to capture it, versus if your portfolio simply dropped $50,000, which one would keep you up at night? Neither answer is wrong. But your answer tells you something real about which form of fear has more influence over how you make decisions. Loss aversion and the fear of missing out are both fear. They just feel different from the inside. The goal here isn't to eliminate that fear. That's not possible, and it wouldn't be useful even if it were. The goal is to help you recognize when fear is driving your financial decisions rather than informing them. That recognition, small as it might seem, is where things start to change. How Financial Fear Gets Manufactured Some of the fear you carry is yours. You developed it through experience: a job loss, a market crash, a parent who ran out of money before they ran out of life. That fear is real, and it deserves to be understood on its own terms. But some of the fear in your financial life was handed to you. And it's worth knowing the difference. Much of the financial media and marketing ecosystem runs on fear. Headlines about market crashes, dollar collapse, sequence-of-returns risk, and outliving your retirement savings: these are real concerns, but they're frequently presented in ways designed to provoke a reactive emotional response rather than a considered decision.  Fear sells because it works. Money psychology is clear on this: emotions drive financial action more reliably than information. A financial professional who leads with a terrifying scenario creates urgency. A product that promises to solve that scenario feels essential. Before acting on a financial fear, ask yourself whether it was yours before the conversation. Did you have this concern before you saw the headline, heard the pitch, or sat through the seminar? Or did someone hand it to you? None of this means every financial professional who raises difficult scenarios is acting in bad faith. Many of those scenarios are genuinely worth planning for. But there's a meaningful difference between naming a risk so it can be addressed deliberately and naming a risk to generate anxiety that only one specific product can relieve. The result of a financial life assembled from responses to manufactured fear tends to look the same: a collection of individual products that each solved a specific scary problem, with no one asking whether those products coordinate, complement each other, or serve a single unified strategy.  A friend of mine once described the advice her sister gave every customer at the furniture store where she worked: start with a vision, know what you want the room to feel like, and choose everything together.  Because buying one piece at a time and hoping it comes together almost never produces something coherent. You can furnish a room that way. You just can't furnish a room that works. A financial life built on fear works the same way. The Two Faces of Financial Fear Most people think of financial fear as loss aversion, the fear of markets dropping, money disappearing, and security evaporating. And that version is real. It drives people toward over-protection, toward keeping too much in cash, toward accumulating overlapping insurance products because each one addressed a specific nightmare scenario that someone painted vividly enough. But there's an equally destructive form of fear sitting on the other end of the spectrum - the fear of missing out (FOMO). This is the fear that drives people to retire before their plan can genuinely support it, not because the numbers work, but because they're afraid of missing the active, healthy years of their life.  It's the fear that pushes people toward high-return investments they don't fully understand because everyone else seems to be participating. It's why some people avoid protection strategies entirely: buying life insurance or long-term care coverage feels like an admission of vulnerability they're not ready to make. Imagine it as a bell curve, with loss aversion on one end and FOMO on the other. Neither extreme produces good decisions. The healthy middle is what I'd call abundance thinking: recognizing that money is a replenishable resource, created through relationships, knowledge, and purposeful action. It doesn't ignore risk. It addresses risk from a position of intention rather than anxiety. What Fear-Based Decisions Actually Cost The real expense of fear-driven financial decisions is that almost none of it shows up anywhere you'd look for it. There's no line item. No statement entry. No advisor who sends you an invoice for the cost of reactive decision-making. The costs are real, they compound, and they're almost entirely invisible. The Opportunity Cost of Displaced Capital Every dollar invested in a product purchased out of fear is a dollar that can't be deployed into a more coordinated strategy. If that product carries surrender charges, penalty periods, or reduced liquidity, the cost compounds further. What that capital could have produced in a more purposeful position never appears on any statement. It simply doesn't exist. The Coordination Cost of Fragmentation Fear-driven purchasing happens one product at a time, in response to one scary scenario at a time. The result is strategies that contradict each other: a product purchased to address a tax concern working against an investment approach, a protection strategy drawing capital away from the foundational work that would amplify everything else.  Nobody is watching the whole picture. Nobody has an incentive to. Financial fragmentation is expensive, not because any individual product is wrong, but because nothing is coordinated. The Advisory Cost of Fear Management An advisor who manages primarily through fear has a structural incentive to keep that fear alive. This isn't necessarily malicious, but it's worth recognizing. Fees aren't inherently bad. What matters is whether the fee is buying clarity and coordination, or just temporary relief from anxiety. The Confidence Cost Nobody Talks About This is the most invisible cost of all....

He's only 22 years old...yet, he has held a Financial Advisor's license for a year, and is currently working with a wealth management firm. Grayson Bishop is a Gen-Z'er who is on the move, and wise beyond his years. He shares his background and how he got into the business sans college. Also, the last interview from the recent SWC (US Christian Chamber Conference)...Karl Diffendurfer shares how he has been impacted from that organization, and how it is growing in his area of Pennsylvania.

What should you really expect from a financial advisor? Is your advisor acting as a fiduciary, managing risk, helping with taxes, retirement income, estate planning, and behavioral coaching, or just selling products and chasing performance? Richard Rosso & Jonathan McCarty break down the real role of a financial advisor, what services matter most, how advisors are compensated, and the warning signs investors often miss. We also discuss fiduciary standards, portfolio management, communication expectations, financial planning, and why transparency matters more than promises.. Here's a topical rundown of today's show: 0:00 - INTRO 0:33 - Jerome Powell, Kevin Warsh, & CPI Review 3:43 - Employment Numbers & Data Centers 5:28 - What Does Your Advisor Do? 9:34 - What Should You Expect? 13:07 - What Are You Getting vs Giving Up? 16:56 - Looking at Taxes on a Continuum 19:26 -Investment Management is Important 24:37 - Financial Advisors with Open Minds 27:41 - Fixed-cost vs Fee-based Financial Planning 26:15 - How to Deal with Emotional & Cognitive Biases 27:11 - Fiduciaries Focus on Things You Miss 28:30 - Proper Asset Location 30:03 - Fee Transparency - How advisors get paid 31:35 - Red Flag Warnings When Choosing an Advisor 33:11 - What Annuities Do (and Don't Do) 34:44 - Big Firms vs Small Firms - KYC 35:38 - Fee-only vs Fee-based Advisors 36:49 - What Comprehensive Wealth Management Should Look Like Hosted by RIA Advisors Director of Financial Planning, Richard Rosso, CFP, w Senior Investment Advisor, Jonathan McCarty, CFP Produced by Brent Clanton, Executive Producer ------- Articles Mentioned in Today's Show: "The Perfect Planning Experiemce" https://realinvestmentadvice.com/ria-e-guide-library/ ------- Do you enjoy our content? Rate us on Google: https://bit.ly/4b9JtEo ------- Watch Today's Full Video on our YouTube Channel: https://youtube.com/live/HXafEWQMFuI?feature=share ------- Watch today's "Before the Bell" feature, "Momentum Mania Meets Market Rotation," here: https://youtu.be/bNIRIssbDP8 ------- Watch our previous show, "Inflation Surge Hits Markets?" https://youtube.com/live/UOSeQNOhcwI ------- * REGISTER for our next Candid Coffee, THIS Saturday, May 16: "Financial Organization Made Simple:" https://streamyard.com/watch/SA6aj2aMdMhf -------- Download Lance's Latest e-book, "Laws of Money & Wealth:"https://realinvestmentadvice.com/ria-e-guide-library/ -------- SUBSCRIBE to The Real Investment Show here: http://www.youtube.com/c/TheRealInvestmentShow -------- Visit our Site: https://www.realinvestmentadvice.com Contact Us: 1-855-RIA-PLAN -------- Subscribe to SimpleVisor: https://www.simplevisor.com/register-new -------- Connect with us on social: https://twitter.com/RealInvAdvice https://twitter.com/LanceRoberts https://www.facebook.com/RealInvestmentAdvice/ https://www.linkedin.com/in/realinvestmentadvice/ #FinancialAdvisor #RetirementPlanning #Investing #WealthManagement #Fiduciary

Your firm name is not just a label. It is the brand people search for, refer and remember. And most advisors get it wrong. In this solo episode, Frank LaRosa pulls back the curtain on the naming conversations he has with breakaway advisors every week. Many default to their last name without realizing it can scare off the very advisors they hope to recruit. Others fall for a name that sounds great until a quick search turns up an identical practice down the street. Frank explains why your name carries far more weight once you are independent than it ever did inside a wirehouse, where clients simply trust you as their advisor. He digs into the real marketing math too, showing how a name that blends in with dozens of competitors forces you to spend more just to be found online. He closes with the practical checklist he runs through with every client, covering abbreviations, pronunciation, how the name feels when you say it out loud and whether it has a story worth telling. If you are preparing to launch your own firm, this is the framework to get it right before it ever goes live.   Questions answered in this episode include: Why does your firm name matter more after you break away than it did at a wirehouse? What happens when your name is too similar to other firms in your market? How does a crowded name drive up your marketing and SEO costs? Why should breakaway advisors think twice before using their last name? What is the difference between who you are and what you actually do for clients? What checklist should you run through before committing to a firm name?   Chapters: 00:00 The Hidden Cost of a Crowded Name 00:33 Welcome to Advisor Talk 01:00 Why Your Name Matters After You Break Away 02:08 The Story Behind the Name 04:40 SEO, Branding, and Standing Out 06:41 Lessons From Naming Elite 08:55 The Abbreviation and Pronunciation Test 10:46 How Elite Marketing Concepts Helps Advisors   Learn more about Elite and our resources: Elite Consulting Partners | Financial Advisor Transitions https://eliteconsultingpartners.com Elite Marketing Concepts | Marketing Services for Financial Advisors https://elitemarketingconcepts.com Elite Advisor Successions | Advisor Mergers and Acquisitions https://eliteadvisorsuccessions.com JEDI Database Solutions | Technology Solutions for Advisors https://jedidatabasesolutions.com Elite Wealth Management Insights Report https://eliteconsultingpartners.com/insight-report Listen to more Advisor Talk episodes https://eliteconsultingpartners.com/podcasts/

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Host: Ben Criddle (@criddlebenjamin) and Co-Host: (ronthe3manweav)Subscribe to the Cougar Sports with Ben Criddle podcast: Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

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

Your clients do not choose you because you gave them the same canned value proposition as every other lender. They choose you when they feel understood, protected, and advised.In this episode of The 360 Experience Podcast, Tim Braheem sits down with Jason Fleming, a rising mortgage originator who started in the business as an LOA in 2019, became a commissioned loan officer in 2020, and is now on pace for a breakout production year.Jason shares how he built his business around deep client consultations, financial education, emotional intelligence, and strategic referral partnerships with Realtors and financial advisors. He also opens up about how he is using AI to scale communication, support his team, and create a more consistent client experience without removing the human connection that makes his process so powerful.This conversation is packed with practical strategy for mortgage loan officers who want to stop competing on rate and start becoming true advisors.Top Takeaways for Loan Officers:1️⃣ The Client Consult That Creates Real Trust. Jason breaks down how he uses deep discovery questions to uncover a client's fears, motivations, and real decision drivers before presenting a mortgage strategy.2️⃣ Why Financial Knowledge Creates Confidence. Tim and Jason discuss why so many loan officers struggle with call reluctance—and how becoming a true student of money, debt, and wealth-building creates massive separation.3️⃣ How to Build Referral Relationships with Financial Advisors. Jason shares a powerful strategy for getting introduced to financial advisors, positioning yourself as a collaborator instead of a competitor, and creating real reciprocity.4️⃣ How AI Can Help You Scale Without Losing the Human Touch. From call summaries to team notes to personalized follow-up, Jason explains how AI can help loan officers create consistency when their pipeline gets full.5️⃣ The Inner Work Behind Sustainable Success. Jason opens up about the personal growth required to stop tying self-worth to production and build a business that supports both success and fulfillment.If you are a mortgage loan officer who wants to improve your buyer consultations, build deeper referral partnerships, communicate more consistently, and become the kind of advisor clients remember and refer, this episode will give you a lot to think about—and even more to implement.We want to hear from you! What challenges are you facing in your mortgage business right now? Email us at 360@theloanatlas.com with your questions and struggles. You may hear them answered in a future episode.ABOUT TIM BRAHEEMWith more than 25 years of experience as a highly successful mortgage professional, industry leader, educator, and life coach, Tim Braheem is committed to engaging with people on a deep level and helping them uncover the barriers they have placed in the way of having the level of success they deserve in both their business and personal lives.FOLLOW Instagram ► https://www.instagram.com/tbraheem/LinkedIn ► https://www.linkedin.com/in/timbraheemTHE LOAN ATLASJOIN ► https://go.theloanatlas.com/membership FOLLOWInstagram ► https://www.instagram.com/theloanatlas/YOUTUBE ► https://www.youtube.com/@LoanAtlas----------Mentioned in this episode:Book a Strategy Call with The Loan Atlas! Follow the link below to schedule a demo session with our team! https://go.theloanatlas.com/book-a-demo

A prospect can sit through an entire meeting, nod along, ask good questions, and still leave without fully understanding why they need you.That's the problem.Many advisors explain their value clearly, but they don't make it easy for prospects to see the difference between where they are today and where they could be with the right plan in place.In Part 2 of this three-part series, I break down one of the simplest ways to make your planning process feel more tangible, more understandable, and more compelling without overwhelming prospects with more information.3 Insights From This Week's Episode…#1.) Why Prospects Struggle To See Your ValueYou may understand the strategy, the software, and the planning opportunities sitting underneath the surface. But your prospect often just sees complexity. I cover why this disconnect matters and how it can quietly hurt your close rate.#2.) The Hidden Cost Of Leading With ComplexityAdvisors often walk into meetings with charts, projections, jargon, and too many decision points. The problem is that more information doesn't always create more clarity. We explore why this can make prospects hesitate instead of move forward.#3.) The Communication Trap That Kills TrustThere's a fine line between helping prospects see what's missing and making them feel judged for not already having it figured out. I unpack the mistake advisors make here and why tone can make or break the conversation.SHOW NOTEShttps://bradleyjohnson.com/172SPONSORED BY BELAYRunning a business is hard enough without trying to do everything yourself. BELAY helps busy leaders find world-class Virtual Assistants who can take tasks off their plate, protect their time, and help them stay focused on the work that actually moves the business forward. Learn more about BELAY and find the right assistant for your business here: http://belaysolutions.com/dbdlFOLLOW BRAD JOHNSON ON SOCIALXInstagramLinkedInFOLLOW DBDL ON SOCIAL:YouTubeTwitterInstagramLinkedInFacebookDISCLOSURE DBDL podcast episode conversations are intended to provide financial advisors with ideas, strategies, concepts and tools that could be incorporated into their business and their life. No statements made in the episode are offered as, and shall not constitute financial, investment, tax or legal advice. Financial professionals are responsible for ensuring implementation of anything discussed related to business is done so in accordance with any and all regulatory, compliance responsibilities and obligations. The Triad member statements reflect their own experience which may not be representative of all Triad Member experiences, and their appearances were not paid for. Triad Wealth Partners, LLC is an SEC Registered Investment Adviser. Please visit Triadwealthpartners.com for more information. Triad Wealth Partners, LLC and Triad Partners, LLC are affiliated companies.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

I'm 50 With $150K Saved. When Can I Retire?Is $150,000 enough to retire? If you're 50 years old and have $150K saved for retirement, you may be wondering whether you're on track, behind, or closer than you think.**Schedule your free virtual consultation

Is Financial Advisor Worth Paying For - Join Certified Financial Planners Greg Cooley and Bubba Labas on another episode of Advisors' RoundTable!

Nicole is joined by journalist and podcast host Nayeema Raza, host of Smart Girl Dumb Questions, for a crossover episode! This is a shame-free conversation about the money questions we're all holding in, starting with perhaps the most loaded one of all: should you buy a home? Nicole breaks down the 5% rule for renting vs. buying, why she personally chose not to buy, and how to strip the emotion out of a decision that's usually anything but. She also answers common questions about debt, HSAs, growing generational wealth and more. Plus, Nayeema and Nicole talk about which expenses are worth going into debt for, and what Mark Cuban told Nayeema about how money can make you feel poorer the wealthier you become. Listen to Nayeema's podcast Smart Girl, Dumb Questions Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Here's what Nicole covers with Nayeema:  00:00 Are You Ready for Some Money Rehab?  01:17 Nicole's Controversial Take on Homeownership  04:44 The 5% Rule: Rent vs. Buy Math  08:37 Why Nicole Chose to Rent (And Invest the Difference)  12:30 How the LA Fires Changed Nicole's Relationship to Home  17:00 Not All Debt Is Created Equal: Good Debt vs. Bad Debt  20:02 What Rich People Know About Leverage  24:03 How Nicole Got Into (and Out of) Credit Card Debt  25:51 Avalanche vs. Snowball: Which Debt Payoff Method Wins?  28:09 The Shame Cycle Keeping People Stuck in Debt  29:18 The Debt Game: What's Worth It?  34:35 Investing in Your 20s: Nicole's Biggest Regret  36:27 Nicole's Daughter's Investment Portfolio  37:15 HSAs, 401(k)s, and Where to Put Your Money First  38:39 How Do You Know If You're Rich?  41:26 Mark Cuban on How Money Can Make You Feel Poorer  42:34 Nicole's "Dumb" Question  All investing involves the risk of loss, including loss of principal. This podcast is for informational purposes only and does not constitute financial, investment, or legal advice. Always do your own research and consult a licensed financial advisor before making any financial decisions or investments.

Rylan Foltz went from JP Morgan analyst to independent wealth advisor to co-founding WealthFeed — a marketing and prospecting platform helping financial advisors find better clients faster using predictive analytics and behavioral data. In this episode, Rylan walks through the full arc of that journey and unpacks the strategic decisions that took WealthFeed from zero to thousands of advisors in just two years.Jeff and Rylan dig into why the wealth management industry is so underserved by marketing technology, the power of building bottom-up before going enterprise, how to make a SaaS product genuinely sticky in a regulated industry, and why your distribution moat matters more than your product moat in an era where anyone can spin up a competing product overnight.Whether you're a first-time founder trying to crack product-market fit, or a scaling SaaS leader thinking through enterprise sales cycles, pricing strategy, and team-building, this episode delivers actionable insight on all fronts.Key Takeaways3:47 — The Origin of WealthFeed Rylan realized as a practicing advisor that organic growth was the hardest part of the job — and that the wealth management industry had almost no structured approach to marketing. That gap became the business.6:15 — Why Finance Is Marketing's Last Frontier Advisors can name the big firms but not their local competitors. The industry is dominated by aging, lifestyle-mode advisors who stopped teaching growth tactics — leaving a giant opportunity for a niche marketing platform.10:39 — What's Old Is New Again WealthFeed offers machine-written handwritten notes that look like wedding invitations. In a world saturated with digital communication, old-school physical outreach is standing out again.11:22 — Stop Thinking Leads, Start Building Assets Advisors shouldn't buy leads — they should build a database audience the way Budweiser buys Super Bowl ads: consistent, compounding, ROI over time.13:01 — Niche Marketing Builds Trust Generic messaging ("I help with retirement planning") signals you don't know your prospect. Hyper-specific messaging ("I work exclusively with SaaS co-founders on RSUs and equity comp") creates immediate trust and relevance.14:12 — The All-in-One Platform Advantage WealthFeed layers CRM, outbound marketing (LinkedIn, email, direct mail, handwritten notes), and proprietary data into one workflow — so advisors don't stitch together five point solutions.17:41 — Simplicity Over Power at Launch Early on, feature overload slowed adoption. The lesson: launch with one compelling use case (for WealthFeed, inheritance lead data), get users in the door, then upsell from there.20:55 — Your Moat Is Your Distribution AI lets anyone copy a product in a weekend. What can't be copied overnight is your relationships, your user base, and the custom integrations you've built into a customer's workflow.25:03 — Bottom-Up Enterprise Strategy WealthFeed got traction by signing individual advisors first, letting the grassroots demand bubble up to management — which created enterprise deals without having to wait in long procurement queues.27:09 — Don't Hunt Elephants Until You Can Afford To Enterprise deals can drag for three years. Without revenue from individual and SMB customers, a startup can starve waiting for that one big contract to close.29:28 — Hybrid Pricing: Access Fee + Usage Credits Flat subscriptions don't work when one advisor sends 20,000 handwritten notes and another logs in once a month. A hybrid model lets you charge for scale without penalizing light users.31:28 — Price High, Discount Down Starting low and raising prices creates churn and resentment. Starting at a premium and offering a promotional discount sets expectations — customers know the real value from day one.33:19 — Balancing Founder Vision vs. Customer Feedback A 50/50 split: take customer input seriously, but don't become a yes-man. The most successful founders — especially those who've lived the problem — trust their forward vision even when customers can't yet see it.35:59 — Build Infrastructure Before You're Drowning WealthFeed hired sales, dev, and customer success earlier than felt necessary. That foundation is now why their customer success "outperforms anyone else in the industry."38:30 — Flatten the Org to Connect Dev and Customer Tech teams that never see how the product is used build the wrong things. WealthFeed has engineers sit in on sales calls so they understand why features matter, not just what to build.39:45 — Let Compliance Work With You, Not Against You Instead of pitching firms on new compliance workflows, WealthFeed integrates into whatever compliance process already exists — dramatically speeding up enterprise approvals.Tweetable Quotes"Your moat is your distribution. Go-to-market has gotten extremely valuable because you could almost create the product overnight." — Rylan Foltz"Stop thinking about leads. Start thinking about building an audience, a database, an asset for life." — Rylan Foltz"No one wants a generalist. Everyone wants the best knee surgeon in the country. As an advisor, you've got to become really niche-focused." — Rylan Foltz"Start your pricing high. You can always discount down. It's really hard to raise prices." — Rylan Foltz"It's easier to sell one flavor of ice cream and say it's the best than to offer 32 flavors and create option overload." — Rylan Foltz"What's old is new. Everything shifted to digital, so old-school processes are how you stand out now." — Rylan Foltz"You'll be most successful solving a problem you personally went through. It comes across in your sales, your fundraising, everything." — Rylan Foltz"Don't get too caught up in enterprise until you build up the user base. Get revenue first, then you can afford to chase the elephants." — Rylan FoltzSaaS Leadership Lessons1. Niche down relentlessly — and mean it. Rylan didn't just say "we focus on financial advisors." WealthFeed built every feature, every data layer, and every compliance workflow around that single ICP. The more specific your niche, the stronger your trust signal, the better your retention, and the harder you are to displace. Generalist products get commoditized. Specialists get embedded.2. Distribution is the real product. In a world where a working SaaS product can be replicated in a weekend, your go-to-market is your most defensible asset. Relationships, user base saturation within target firms, custom integrations, and compliance workflow ownership are what prevent a competitor from walking in and saying "we do the same thing." Build distribution as intentionally as you build product.3. Start simple — layer complexity after adoption. Feature-rich doesn't mean better. WealthFeed launched with one use case (inheritance lead data) and expanded from there. Getting a user in the door on one powerful idea is vastly easier than selling a full platform. Upselling to an existing user is far more efficient than converting a prospect who's overwhelmed at first glance.4. Build your team infrastructure earlier than you think you need it. Founders often hire only when they're already underwater. Rylan and his team built out sales, dev, and customer success before they felt the pressure — and that head start compounded into top-tier customer outcomes. Infrastructure built under stress tends to crack. Infrastructure built with intention scales.5. Price to your value, then offer strategic discounts. Starting low might feel like a growth hack, but it sets a price anchor that's almost impossible to raise without friction. Starting at a premium gives you room to discount strategically, run promos, and still maintain perceived value. Customers who came in knowing the "real" price won't balk at renewal the way customers who got a surprise price hike will.6. Close the gap between your builders and your buyers. One of WealthFeed's most impactful structural choices: having engineers sit in on sales calls. When the people building the product understand how it's actually used — and why it matters — they build better, faster, and with more empathy. Kill the wall between tech and go-to-market. Your roadmap will thank you.Guest Resourcesrylan@wealthfeed.comhttps://www.wealthfeed.com/https://www.linkedin.com/in/rylanfolts/Episode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group –

Send us Fan MailJoin Sarah Thompson and me as we discuss in detail her experiences with ill and aging parents.If you'd like to be a part of a free online retirement community, join us on Facebook: https://www.facebook.com/groups/399117455706255/?ref=share

What if your biggest retirement risk isn’t money—but the time you have left to enjoy it? In this episode, Jim Fox explores the balance between health and wealth, and why waiting too long to use your savings can lead to missed opportunities. He shares real stories that highlight how quickly life can change and why retirement decisions should go beyond numbers. The discussion covers timing income, managing longevity, and aligning your financial plan with the experiences that matter most—before circumstances shift. Ready to connect with Jim today? Get some Financial Straight Talk! Follow us on social media: YouTube | FacebookSee omnystudio.com/listener for privacy information.

What happens when a sentimental handbag inspires an entirely new business? In this episode, Penny Crook, founder of Denault Handbags, shares how a purse gifted by her late father sparked the idea for a patented reversible handbag designed to simplify wardrobes and deliver two looks in one. Leaving behind a career in financial advising, Penny entered the world of product development, manufacturing, and patents to create a bag that blends functionality, versatility, and quality. She opens up about costly manufacturing mistakes, the importance of vetting factories, and the lessons she learned rebuilding her business with stronger processes and partners. From tech packs and sampling costs to Amazon, boutiques, trade shows, and influencer marketing, Penny offers a practical roadmap for turning an idea into a marketable product.Key Takeaways:• Do your homework on manufacturers — Research, references, and factory vetting can save years of costly mistakes. • Patience protects your brand — Slowing down during development often prevents expensive problems later. • Innovation needs education — Unique products sell faster when customers can clearly see and understand the value.

Retirement tax surprises can show up when you least expect them—long after you think you’ve already paid your dues. In this episode, the conversation uncovers common tax traps retirees face, including Social Security taxation, required minimum distributions, and capital gains surprises. It highlights why forward tax planning plays a critical role in retirement strategy—not just annual filing. The discussion also explores how lifestyle decisions, estate planning, and preparation can shape long-term financial outcomes, helping listeners better understand how to avoid costly surprises and stay aligned with their retirement goals. As the founder of Ashton and Associates, Abe Ashton has more than 20 years of financial planning experience helping thousands of families in Utah, Nevada, and across the country retire with confidence. Abe’s mission is to provide client-focused education and solutions to seniors and retirees, that help them achieve the retirement they’ve worked so hard for. To get more information on Ashton & Associates, or to schedule a consultation call, 435-688-9500 or visit AshtonWealth.comSee omnystudio.com/listener for privacy information.

Welcome back to another episode of Quantum Growth for Financial Advisors! In this episode, Jon Kuttin wraps up the three-part series on scaling, mindset, and 10x growth inspired by the work of Dr. Benjamin Hardy. Throughout the series, the focus has been on helping advisors rethink how they approach growth by shifting their identity, decision-making The post Breaking the Advisor Growth Curve: The Final Piece of the “10x Thinking” Puzzle appeared first on Kuttin Consulting Group.

Retirement planning can feel clear on paper until market swings, taxes, inflation, and longevity enter the picture. What if the real issue isn't picking the right product, but knowing which problem you're trying to solve first? In this episode, Iván Watanabe and Evan Wohl talk with Neal Brincefield, RICP, CLU, ChFC, CExP, Financial Advisor at Consolidated Planning, about Monte Carlo analysis, sequence of returns risk, and retirement income design. Neal explains why simulations should be used as stress tests, not crystal balls, and how a balanced strategy can help reduce pressure on a portfolio. Key takeaways: Why Monte Carlo analysis can create confidence, but shouldn't be treated as a crystal ball How the order of investment returns can reshape retirement income planning outcomes Why structural income planning can be more useful than chasing higher portfolio returns How lifetime income and liquid assets can help reduce pressure during market declines Why defining the planning problem first can make product decisions feel less stressful And more! Connect with Iván Watanabe: Opus Private Client, LLC  iwatanabe@opus-pc.com LinkedIn: Iván Watanabe YouTube: OPUS Private Client, LLC Connect with Evan Wohl: Opus Private Client, LLC  ewohl@opus-pc.com  LinkedIn: Evan Wohl YouTube: OPUS Private Client, LLC Connect with Our Guest: LinkedIn: Neal Brincefield Website: Consolidated Planning About Our Guest: Neal Brincefield has dedicated his professional career to helping people realize their full financial potential by both working with those individuals directly and by recruiting, training, and coaching hundreds of other financial advisors to do the same. Neal started in the financial services industry with Consolidated Planning, Inc. in 2005, initially as an advisor and has maintained that role ever since. In addition to that 1st role, Neal has also worn the hats of top manager, case coach, agency head and national trainer. In those capacities, he has had the opportunity to work with hundreds of Guardian FRs on thousands of cases to refine their process, improve their results and better serve their clients.  In 2017, Neal was retained as a special field consultant by Guardian to lead their effort around the company’s industry-leading planning system, The Living Balance Sheet®. Neal’s mission in leading LBS into the future is to continue to provide and refine: 1) An incredible experience for clients 2) A powerful set of planning tools for advisors and 3) An unparalleled recruiting and productivity tool for agency leaders. Under Neal's stewardship of LBS, Guardian continues to be the only company in the industry whose planning system is led by members of its field force, underscoring Guardian's commitment to supporting its Financial Representatives and by extension the clients whom they've committed their careers to serve. Neal lives in Chapel Hill, NC with his wife Sarah and their 3 children.

Use code MONEYGUY at Monarch.com to get your first year half off at just $50: https://bit.ly/monarch-moneyguy Americans aren't broke because of inflation, housing prices, or interest rates. The real reasons go deeper than that, and the good news is they're all within your control. Financial Advisors, Brian Preston and Bo Hanson, break down the three core reasons most Americans struggle financially, from the money knowledge most of us were never taught to the costly habits we keep repeating, and share what you can do to stay in control of your financial journey! ⁠⁠⁠⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. Learn more about your ad choices. Visit megaphone.fm/adchoices

Dennis Morton and Katie Brown are the founders of Morton Brown Family Wealth, a firm dedicated to helping individuals and families align their financial decisions with their values and long-term goals. Through their client-centered approach, they guide families in building financial confidence, creating meaningful legacies, and navigating life's opportunities and challenges with clarity. 04:13 Billion-Dollar Vision & Goal Setting 06:01 Building a Purpose-Driven Client Experience 10:17 The Founders' Success Exercise 14:17 Transparency, Ownership & Business Growth 20:13 Consistency, Leadership & Client Trust 22:21 Wealth Beyond Money 26:22 The Future of Financial Advice 29:37 Financial Advisor Client Service Mistakes 35:23 Succession Planning for Financial Advisors 53:02 Overcoming Fear as a Financial Advisor Don't forget you can also follow Dr. Rob Bell on Twitter or Instagram! Follow At: X @drrobbell Instagram @drrobbell Download Your Daily Focus Map! https://drrobbell.com/  5 Mental Toughness Advantages for Financial Advisors: https://pages.drrobbell.com  If you enjoyed this episode on Mental Toughness, please subscribe and leave a review! Dr. Rob Bell  

If you've been listening to the podcast lately, you know we've been talking a lot about client experience, onboarding, and the first 100 days. And this week, I'm coming to you from the Ritz-Carlton in Chicago, where I'm speaking at a conference and taking notes on one of the most recognized customer experience brands in the world. As I've watched the little details and thoughtful touches that make the Ritz-Carlton experience so memorable, I couldn't help but think about how easily many of those same principles can be applied inside an advisory firm. In this episode, I'm breaking down three specific Ritz-Carlton practices that advisors can use to create more memorable, consistent, and remarkable client experiences.In this episode, you'll learn:How the Ritz-Carlton's famous $2,000 Rule empowers employees to solve problems, create memorable moments, and deliver exceptional service without waiting for management approvalWhy capturing client preferences and personal details is only half the battle—and how to actually use that information to strengthen relationships and deepen client loyaltyHow daily service meetings at the Ritz create consistency across the organization and how advisors can incorporate client experience discussions into their own team meetingsThe three foundational pillars of a remarkable client experience: empowering your team, collecting meaningful client intelligence, and creating processes that ensure consistence.The best client experiences don't happen by accident. The Ritz-Carlton has built a reputation for excellence by intentionally empowering employees, documenting client preferences, and creating systems that reinforce exceptional service every day. The good news is that you don't need a luxury hotel budget to apply these principles. Small, thoughtful actions backed by strong processes can help your clients feel seen, known, and valued—and that's what creates loyalty, referrals, and lasting relationships.Check out The First 100 Days Course: The Advisor's Blueprint for a Remarkable Client Experience HERE!Learn more about T2MWorks HERE! Learn more about Asset-Map financial planning software HERE! Learn more about our sponsor Beemo Automation HERE!   Check out the Efficient Advisor YouTube Channel HERE!Connect with Libby on LinkedIn HERE!Successful businesses don't get built alone. You need community! You need collaboration! Join us in The Efficient Advisor Community on Facebook.

Most high earners think wealth is built by earning more, saving more, and staying disciplined within the traditional financial system. At the high-net-worth level, the real conversation is structure. Because the issue is not always income. It is where the capital sits, how it is taxed, how accessible it is, how many jobs each dollar is doing, and whether there is an actual architecture around the wealth being built. Without that, even people making good money can still feel behind, overtaxed, overexposed, and dependent on a system they do not really control. Most investors follow the conventional path because it feels responsible. Max out the 401(k). Build home equity. Defer taxes. Keep money in the market. And to be fair, that advice is not irrational. It is familiar, simple, and widely accepted. But it may also be incomplete for people who want real control, liquidity, cash flow, and long-term freedom. In this episode of Money School Elite, I sit down with Dave Wolcott, Founder and CEO of Pantheon Investments, to unpack how wealthy investors think about capital differently. Dave spent the last 25 years studying how the top 1% actually build wealth, and his perspective is not about chasing returns or rejecting every traditional strategy. It is about building the infrastructure around your capital: tax planning, asset repositioning, private investments, liquidity, relationship capital, and making every dollar work across multiple dimensions. He shares how wealthy investors build infrastructure around their capital, reposition idle assets, and make every dollar work across multiple dimensions.   About the Guest  Dave Wolcott is the Founder and CEO of Pantheon Investments and the author of The Holistic Wealth Strategy. After leaving the Marine Corps and entering corporate America, Dave found himself earning well but still questioning whether the traditional financial path could actually create lasting wealth. That question became personal when, at 26, he had an 18-month-old toddler and newborn triplets, and the only advice he received from his financial advisor was to max out his 401(k) and fund 529 plans. That experience sent Dave on a 25-year journey to study how the top 1% actually build, protect, and multiply wealth. Through Pantheon Investments, he helps investors think beyond conventional retirement planning and build a more intentional wealth architecture around tax strategy, private markets, liquidity, asset repositioning, and capital efficiency. Dave's work focuses on helping high earners move from simply making money to building a coordinated wealth system, one that gives them greater control, stronger cash flow, and the ability to make every dollar work across multiple dimensions. Get Dave's book for free: holisticwealthstrategy.com. Connect with Dave on LinkedIn, and follow him on Instagram. Learn more about Pantheon Investments: https://pantheoninvest.com/.    About Your Host From pro-snowboarder to money mogul, Chris Naugle has dedicated his life to being America's #1 Money Mentor. With a core belief that success is built not by the resources you have, but by how resourceful you can be. Chris has built and owned 19 companies, with his businesses being featured in Forbes, ABC, House Hunters, and his very own HGTV pilot in 2018. He is the founder of The Money School™ and Money Mentor for The Money Multiplier. His success also includes managing tens of millions of dollars in assets in the financial services and advisory industry and in real estate transactions. As an innovator and visionary in wealth-building and real estate, he empowers entrepreneurs, business owners, and real estate investors with the knowledge of how money works. Chris is also a nationally recognized speaker, author, and podcast host. He has spoken to and taught over ten thousand Americans, delivering the financial knowledge that fuels lasting freedom.   Resources Private Money Guide:  https://go.moneyschoolrei.com/book-podcast Wealth Wednesday Webinar: https://go.moneyschoolrei.com/wednesday-webinar-podcast Mapping out the Millionaire Mystery:  https://go.moneyschoolrei.com/newbook-podcast    

The Last Trade: Chris Kuiper, VP of Research at Fidelity Digital Assets, returns to make the case that this is the worst sentiment he has seen in his decade-plus following Bitcoin even though nothing fundamental has actually broken, why Bitcoin is finally decoupling from the AI-led "everything-but-Bitcoin" rally, how Fidelity's updated "Getting Off Zero" report uses mean variance optimization to show a 90/0/10 stocks-bonds-Bitcoin allocation maximizing the Sharpe ratio at a conservative 25% Bitcoin CAGR assumption, why bondholders have spent decades underwater on a real-return basis, and why the Czech National Bank's small but symbolic Bitcoin position may be the start of central bank adoption gradually then suddenly.---

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s 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… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. 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: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

This episode is a must-listen for advisors—male or female—who want to better serve women clients, build a sustainable and profitable practice, and protect themselves through industry consolidation. Cary brings honesty, hard-won lessons, and practical frameworks throughout. About the guest: Cary Carbonaro is a Certified Financial Planner™, author, and nationally recognized women-and-wealth expert. A frequent media commentator and keynote speaker (20–25 engagements a year), she specializes in serving high-earning women and demystifying wealth management for female clients. Topics covered: The Invest in Women conference and the value of stepping outside your “ecosystem,” Cary's Goldman Sachs acquisition story, client ownership and self-sourcing, measuring practices on profitability over AUM, the women's wealth gap, menopause and HRT as planning conversations, the “female-friendly practice” quiz, and how Cary protects her time and well-being. Mentioned in this episode: Cary's book on women and wealth; the McKinsey study (2015) on women controlling two-thirds of U.S. wealth by 2030; Harvard Business Review study on financial services being the least sympathetic industry to women; Investopedia's 2019 advisor rankings.       **This is the Optimized Advisor Podcast, where we focus on optimizing the wellbeing and best practices of insurance and financial professionals. Our objective is to help you optimize your life, optimize your profession, and learn from other optimized advisors. If you have questions or would like to be a featured guest, email us at optimizedadvisor@optimizedins.com Optimized Insurance Planning

The Federal Reserve hasn't been this dramatic in decades. Today, Nicole breaks down everything you need to know about the Fed and exactly what it means for your wallet. Nicole explains how the federal funds rate actually works, why it doesn't directly set your mortgage rate (but still absolutely affects it), and which accounts move immediately when the Fed acts. She unpacks the Fed's dual mandate, and shares her prediction for what Kevin Warsh will do. Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Open a high yield savings account with SoFi at sofi.com/mnn Here's what Nicole covers today: 00:00 Are You Ready for Some Money Rehab? 00:15 Why the Fed Is Bringing the Drama Right Now 00:57 What the Federal Funds Rate Actually Is 01:33 How Banks Borrow From Each Other Overnight 02:01 How the Fed Rate Affects You (And What It Doesn't) 02:21 High Yield Savings Accounts and the Fed 02:39 The Fed's Dual Mandate: Inflation vs. Unemployment 03:36 Where Inflation Stands Right Now 04:04 Inside the FOMC: How Rate Decisions Are Made 04:19 Meet the New Fed Chair: Kevin Warsh 04:49 Hawks vs. Doves Explained 05:08 Trump vs. The Fed: The Political Pressure 05:14 Austan Goolsbee Takes Us Inside the Room 07:30 Internal Dissent at the Fed: Not Seen in 30 Years 07:57 What to Expect from Markets on June 17th 08:53 Nicole's Prediction: Will Warsh Cut or Hold? 09:29 Tip You Can Take Straight to the Bank: High Yield Savings All investing involves the risk of loss, including loss of principal. This podcast is for informational purposes only and does not constitute financial, investment, or legal advice. Always do your own research and consult a licensed financial advisor before making any financial decisions or investments.

Most Americans are far less prepared for retirement than many assume. Don and Tom discuss new Federal Reserve data showing that only about half of Americans have retirement accounts, the median retirement balance is just $200,000, and only a tiny percentage of retirees have more than $1 million saved. They explain why starting early, saving consistently, and avoiding speculative investing matter far more than chasing hot stocks or market trends. The episode also covers Social Security misconceptions, the challenges of retiring on limited income, concerns about Schwab's Teen Investor Account, and the importance of teaching young people disciplined long-term investing habits.0:11 How many Americans actually have enough saved for retirement?2:08 Federal Reserve data on retirement account ownership3:18 The surprisingly low median retirement balance4:47 Why advisors chase million-dollar clients5:07 Income, education, and retirement savings disparities7:06 Homeownership and wealth accumulation8:25 The importance of simply getting started9:41 Why Fidelity says it takes roughly 27 years to reach $1 million10:56 Saving versus investing and the dangers of speculation12:03 Leaving retirement money alone during market and life crises14:08 Bellevue, Nebraska caller asks about Social Security earnings limits15:11 Social Security taxation and claiming considerations16:32 Discussion of Edward Jones and advisor relationships19:29 Can a 76-year-old buy a home with $400 monthly payments?21:44 Schwab Teen Investor Account review22:39 Why Don dislikes stock-picking education for teenagers25:12 How custodians profit from trading activity26:35 Better ways to teach young people about investing27:31 Free advisor meetings and listener resourcesQuestions? Comments? Click!

A conversation lives for an hour. A financial plan lives for generations. Most advisors provide a prospect nothing but a follow-up email and a calendar link following their first meeting, then wonder why so many disappear before the second meeting happens.In Part 1 of this three-part series, I break down one of the most overlooked tools in advising: something that even the show Shark Tank get's right, but most advisors miss.3 Insights from This Week's Episode…#1.) Bridge the Gap From Conversation to Real World A financial plan is made up of hours of thinking, strategy, and recommendations the client can't see. I cover how to bridge this gap in the very first meeting.#2.) Why Your Prospects Think Differently Than YouYou may have grown up in a digital world, but many of your prospects and clients did not. We cover what this means and what do about it. #3.) Rough Draft vs Finished PlanWe cover how to position the work you do in a way that empowers your clients to make a decision and move forward. Triad Sales LabStill the only one closing deals in your firm? We'll help you build a sales system that doesn't rely on you. Apply here: https://bradleyjohnson.com/160-triad-sales-lab/SHOW NOTEShttps://bradleyjohnson.com/171FOLLOW BRAD JOHNSON ON SOCIALXInstagramLinkedInFOLLOW DBDL ON SOCIAL:YouTubeTwitterInstagramLinkedInFacebookDISCLOSURE DBDL podcast episode conversations are intended to provide financial advisors with ideas, strategies, concepts and tools that could be incorporated into their business and their life. No statements made in the episode are offered as, and shall not constitute financial, investment, tax or legal advice. Financial professionals are responsible for ensuring implementation of anything discussed related to business is done so in accordance with any and all regulatory, compliance responsibilities and obligations. The Triad member statements reflect their own experience which may not be representative of all Triad Member experiences, and their appearances were not paid for. Triad Wealth Partners, LLC is an SEC Registered Investment Adviser. Please visit Triadwealthpartners.com for more information. Triad Wealth Partners, LLC and Triad Partners, LLC are affiliated companies.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Don't Retire Until You Understand These ExpensesRetirement is about more than replacing your paycheck. Many retirees are surprised by the real costs that show up after they stop working.In this video, we break down some of the biggest retirement expenses people often underestimate, including:• Health insurance before Medicare• Medicare premiums and out of pocket costs• Inflation and rising everyday expenses• Housing and property taxes• Travel and lifestyle spending• Long term care concerns• Taxes in retirement• Emergency expenses and unexpected repairsIf you are planning to retire in the next 5 to 10 years, understanding these costs now could help you avoid major financial stress later.**Schedule your free virtual consultation

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Host: Ben Criddle (@criddlebenjamin) and Co-Host: (ronthe3manweav)Subscribe to the Cougar Sports with Ben Criddle podcast: Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Most financial advisory firms say they want organic growth. But very few are honest about what it actually takes to create it. In this episode of the Model FA Podcast, David DeCelle is joined by Daniel Gourvitch, President of Mercer Advisors, for a deep conversation on why organic growth in the RIA and wealth management space is so difficult, what firms often misunderstand about growth, and why client impact has to come before business metrics. Daniel shares his journey from McKinsey, Goldman Sachs, and BlackRock to Mercer Advisors, and explains how Mercer built a growth engine rooted in fiduciary advice, integrated planning, client experience, and long-term consistency. The conversation explores why AUM can be a misleading growth metric, why many firms mistake market appreciation for actual growth, and why organic growth is not a single activity. It is the outcome of many connected systems working together over time. David and Daniel also discuss referrals, client trust, advisor specialization, the difference between serving clients and finding new families, and why firms need to think structurally about growth instead of chasing disconnected marketing tactics. In This Episode ✅ Why organic growth is an outcome, not an activity ✅ How Mercer Advisors thinks about serving families, not just growing AUM ✅ Why many advisory firms believe they are growing when they may only be benefiting from market growth ✅ The difference between AUM growth and true revenue growth ✅ Why firms struggle to build repeatable organic growth systems ✅ How client experience drives referrals and long-term firm health ✅ Why growth requires patience, consistency, and connected execution ✅ How Mercer separates client service and client development roles ✅ Why advisor personality matters when building a growth model ✅ How Model FA's Advisor DNA framework fits into the organic growth conversation If you are a financial advisor, RIA founder, or wealth management leader trying to grow beyond market performance, referrals by accident, or M&A alone, this episode will challenge how you think about organic growth. #FinancialAdvisor #OrganicGrowth #RIAGrowth #WealthManagement #AdvisorMarketing #ModelFAPodcast #MercerAdvisors Connect with Daniel: Email: dgourvitch@merceradvisors.com Website: https://www.merceradvisors.com/ LinkedIn: https://www.linkedin.com/in/daniel-gourvitch-59562b5/ About the Model FA Podcast The Model FA podcast is a show for fiduciary financial advisors. In each episode, our host David DeCelle sits down with industry experts, strategic thinkers, and advisors to explore what it takes  to build a successful practice — and have an abundant life in the process. We believe in continuous learning, tactical advice, and strategies that work — no "gotchas" or BS. Join us to hear stories from successful financial advisors, get actionable ideas from experts, and re-discover your drive to build the practice of your dreams.  Did you like this conversation? Then leave us a rating and a review in whatever podcast player you use. We would love your feedback, and your ratings help us reach more advisors with ideas for growing their practices, attracting great clients, and achieving a better quality of life. While you are there, feel free to share your ideas about future podcast guests or topics you'd love to see covered.  Our Team: President of Model FA, David DeCelle If you like this podcast, you will love our community! Join the Model FA Community on Facebook to connect with like-minded advisors and share the day-to-day challenges and wins of running a growing financial services firm.

Send us Fan MailI don't know if you've noticed, but writing checks is almost a thing of the past. Most people write very few, if any, checks anymore. The digital transfer of money has become quicker and easier with the advent of multiple options for cash transfers, such as ACH, debit cards, Zelle, and Venmo. But, are electronic money transfers safer?If you'd like to be a part of a free online retirement community, join us on Facebook: https://www.facebook.com/groups/399117455706255/?ref=share

Are you just a number to your financial advisor—or do they actually know your story? This episode explores how personalized advice can differ from large firm experiences, especially as you approach retirement. Brandon Bowen shares a real client example to highlight how service, communication, fees, and tax considerations can impact financial decisions. The conversation focuses on the value of relationships, simplifying portfolios, and reviewing strategies as needs change over time. Like what you hear? Get a second opinion today: bowenwealth.com Follow us on social media: YouTube | Facebook | LinkedInSee omnystudio.com/listener for privacy information.

Maybe your family is one that doesn’t talk about money. That can come back to haunt you after the passing of a loved one. Subscribe or follow so you never miss an episode! Check out Fire Your Financial Advisor on YouTube! Learn more at GoldenReserve.com or follow on social: Facebook & LinkedIn.See omnystudio.com/listener for privacy information.

What if the biggest retirement mistake has nothing to do with money—but everything to do with the decisions behind it? In this episode, Jim Fox explores how retirement choices driven by emotion or assumptions can lead to unexpected regrets, from relocation decisions to spending habits. He explains why understanding your “why” matters more than chasing returns, and how aligning income, taxes, and lifestyle goals can shape retirement outcomes. Jim also highlights the importance of personalized planning, showing how a thoughtful approach can help balance enjoyment, efficiency, and long-term flexibility. Ready to connect with Jim today? Get some Financial Straight Talk! Follow us on social media: YouTube | FacebookSee omnystudio.com/listener for privacy information.

Olivia Ferney (@travelwithlivii) is the luxury travel agent to the ultra-wealthy, booking private jets, superyachts, and six-figure vacations for some of the richest people on earth. Today, she pulls back the velvet rope on what it's actually like inside that world. If you're trying to meet a billionaire client or investor, Liv tells you where they're hanging out. Liv tells Nicole the most outrageous client requests she's received, why saying "I have no budget" is the biggest red flag a client can send, and what to say to get a hotel upgrade. She also gets real about how working with billionaires has warped her own relationship with money, and the softer lessons she's taken away about what money actually can and can't fix. Plus: the Instagram-famous destinations she'd never recommend, where billionaires are actually traveling right now, and the shoulder season hack anyone can use to save real money on their next trip. Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Follow Travel with Livii learn more about Top Tier Travel Here's what Nicole covers with Olivia:  00:00 Are You Ready for Some Money Rehab?  02:15 Selling Her First Company at 21 and Moving to Miami  04:49 The Travel Agent Business Model  07:23 Flying Limes From Different Countries and Other Crazy Client Requests  09:36 What Clients Think About the Viral Videos  14:00 Are the Stereotypes About “New Money” True?  20:43 "Rich People F***ing Love a Refund"  22:44 Do Billionaires Have Budgets?  25:18 Overrated Destinations, Best Hotels, and Most Expensive Room Service  28:30 Where Billionaires Are Traveling Right Now  32:26 How to Get a Free Hotel Upgrade  39:16 How Working With Billionaires Changes Your Money Mindset  43:07 Rich and Depressed Is Still Depressed  45:30 Prenups, Working With Your Partner, and Wedding Plans  46:49 Liv's Tip You Can Take Straight to the Bank

We're back with another edition of Financial Advisors React, and this batch of clips is something else entirely. From the idea of saving money being "stupid" to a full Roth IRA conspiracy theory, these viral money takes are out of control. Not all financial advice online is created equal and we're here to show you the smarter path forward. ⁠⁠⁠⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. Learn more about your ad choices. Visit megaphone.fm/adchoices

Keith welcomes back Rich Dad author Robert Kiyosaki to discuss why debt, inflation, and financial education are critical in today's economy.  Robert challenges traditional advice like "save money and pay off your house," explaining how understanding good debt and owning real assets can accelerate wealth while inflation quietly punishes savers.  They explore how family background and early beliefs shape our money mindset, and why questioning conventional wisdom is essential.  The conversation ultimately stresses that financial education only matters if you take action and intentionally position yourself for turbulent times instead of fearing them. Episode Page: GetRichEducation.com/608 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  FAMILY to 66866  Unlock truly passive real estate income—visit flockhomes.com/GRE today to see if your properties qualify for a 721 exchange with Flock Homes. To get in the best physical, mental, and professional shape of your life, go to DanielThomasHind.com and apply for Daniel's intensive 1-on-1 coaching for burnt-out entrepreneurs and executives. Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:00   Keith, welcome to GRE. I'm your host, Keith Weinhold. This week, the number one selling personal finance author of all time, Robert Kiyosaki of Rich Dad Poor Dad, returns to the show, revealing that he's in debt to the tune of $1.2 billion with a B. Why he believes a depression is coming, and he strongly espouses financial education today on Get Rich Education,    Keith Weinhold  0:29   you know, Mid South Homebuyers, that top Memphis turnkey provider. I learned that a secret weapon behind their explosive growth is more than just you buying their properties, it's an executive coach for nine years now, their CEO, Terry Kerr, and his COO, Pat Nix, have worked privately with a coach who I've now learned from too, and he doesn't market himself online anywhere. After 12 years behind the scenes, that coach is now making himself available exclusively for GRE listeners. His name is Daniel Thomas Hind. If you're a hard-charging business owner or investor who wants to get in the best shape of your life, physically, mentally, and professionally, you can fill out an application for a free consult. This is private one on one coaching for those willing to go to uncommon lengths to achieve uncommon results. Thanks to Daniel, we've all become better leaders, better operators, and better men. It started by showing up for ourselves. Now it's your turn. Go to Daniel Thomas hind.com H I N D, that's Daniel Thomas hind.com and sign up before Spots Fill    Keith Weinhold  1:41   Flock Homes helps multifamily owners exit the operator grind, whether it's your sixplex or a 50 unit apartment, through a 721 exchange. This defers your capital gains tax. It's a strategy long used by institutions. Now you can swap tenants and toilets for passive income and zero management. Request your initial valuations. See if your property qualifies at Flock homes.com/gre That's F L O C K homes.com/gre   Corey Coates  2:14   You're listening to the show that has created more financial freedom than nearly any show in the world. This is Get Rich Education.   Keith Weinhold  2:30   Welcome to GRE from Williamsport, Pennsylvania, to Williams, Arizona, and across 188 nations worldwide. You're inside one of America's longest running and most listened to real estate shows, this is Get Rich Education. I'm your host, Keith Weinhold. And with Father's Day this month, it's apropos to talk about Rich Dad. It's been said that the objective of parenting is to turn a liability into an asset. The book Rich Dad Poor Dad has now sold over 40 million copies, and it's been translated into 51 languages. One strong thesis in the book: well, there are a few of them: the rich don't work for money, savers are losers, and your house is not an asset. I think any regular listener here to the GRE podcast is already initiated on this. Savers or losers, because inflation debases your prosperity, and your house is not an asset, because it takes money out of your pocket every month. An asset puts money in your pocket every month instead. And I can see Robert now as he's preparing to take the mic with me here, he's got a blown up visual of his cash flow board game behind him, and then in front of him he's got a few books, including two books that he co-authored with Donald Trump, but this is before Trump was ever a political candidate, so it was before all that, and we're certainly not here to talk politics today. A central theme of the Rich Dad world is that the path for your significant financial betterment is rather than cutting your expenses, increase your income. This is the root action behind the mantra: don't live below your means, grow your means, but see, living below your means is easier. That's the easy thing to do. It's even myopic, say move into a lesser housing situation, or cut out going on vacations. Growing your means takes some education, like how to start a business, or how to own real estate. See, when you deposit money into a bank, all of a sudden that bank has a problem, they owe you interest on it, it's an expense for them. So the bank's job is now to lend your money out to somebody else and make a higher interest rate on it than. Lower interest rate that they're paying you on your deposit. All right. Well, then one direction to focus your education is to start acting like a bank yourself. How do you practically do that? How do you be the bank? Well, just like the bank, you can borrow real estate at a 7% mortgage rate. Now you've got the problem, you've got a monthly mortgage payment you need to make, so you need to beat 7% How are you going to do that? You better get it right. Well, with tax deductions, you might really be paying five to 6% Meanwhile, the real estate that you've carefully identified and invested in with your borrowed capital can earn multiples more without taking high risk, and actually that five to 6% effective cost of capital that you've got is zero, because that monthly payment is all outsourced to your tenants anyway, and what made all this possible for you? Debt made it possible, and now you're acting like the bank, and banks often have the tallest skyscrapers in your city for a reason, because they make money on those spreads all over the place, and now you're doing the same thing. This is an example of growing your means. The bank will hand you 500k to buy a new home or rental property, not for stocks. They won't do that for crypto, not for your 401k not for a business idea that popped into your head at 3am Only real estate, the same institutions, banks that manage your savings and study every asset class, and are very conservative, and have armies and armies of analysts. They will only lend you a half million dollars for one thing: real estate. For a few years, I was a writer for the Rich Dad Advisors blog when that was a thing. Robert and I were most recently together publicly last year when we both served as faculty members on the Terrific Real Estate Guys Investor Summit at Sea in the Caribbean. Let's talk to Robert.    Keith Weinhold  7:18   I'd like to welcome back to the show for his fifth appearance here on the GRE podcast. Well, just the number one selling personal finance author of all time. He wrote Rich Dad Poor Dad in 1997 and has ruled the Rich Dad world ever since. It's a warm get worse education. Welcome back to Robert Kiyosaki.   Robert Kiyosaki  7:38   Thank you, Keith. You know, nobody's more surprised about the success of Rich Dad Poor Dad than me, because it was turned down by every publisher in New York. It was like Simon and Schuster and all these guys, and they said, Why are you turning it down? They said, You don't know what you're talking about. It was consensus about the five editors of different book companies was what you're saying doesn't make sense, that's how strange it was back 1997 and now it's the number one in the world.   Keith Weinhold  8:10   This is often how it is when something strikes someone differently, like the Star Wars movies had difficulty getting traction because it was so unusual, and fortunately, Robert, today the consensus among readers has seen that, oh my gosh, Rich Dad Poor Dad changed my thinking more than anything else. The contrarian thinker,   Robert Kiyosaki  8:34   you know, strike Rich Dad, Poor Dad. My poor dad was academic, you know, PhD, yeah. So he'd be the kind of guy that says your book makes no sense, whereas my rich dad never went to school because his father died when he was 13 and he had to take over the family business. So much of a young person's life is predicated upon their parents or where the family or the culture you come from, and I've been studying more of that, like let's say I was raised in Alabama, I'd have a southern accent but because of the environment it presents it upon you, as the same as money, if a child is born into a poor family, or in my case an academic family, the value systems are all different. My family, and it's still true today. Got to go to school, get a job, and get a pension with the government. That's their whole belief system, and they're so proud of this. Is my brothers and uncles, and all that. They're so proud when their child has what's called a GS, and a government service pension, that's the whole idea on finance, get that pension, job security,   Keith Weinhold  9:49   yeah,   Speaker 1  9:49   nothing wrong with it, nothing wrong with it, but a lot of times we can't hear something because of what's been compressed into us by our culture, our. Family, so my, you know, my poor dad was always, you have to get your PhD, or what? God got a PhD. So my brothers and sisters, their kids are all getting their PhDs. It's fascinating. It's fascinating.   Keith Weinhold  10:14   Yeah, when your poor dad tells you you need to get your PhD, and you're asking for what? Maybe the answer was for him. So our parents, yes, they're often our first teachers.   Speaker 2  10:25   It's just values, very different values. And the more I kind of study it, I don't think I'm a good student of it, but there's this thing called a paradigm matrix, and a paradigm matrix is what is like a cookie cutter, so like father, like son, you know, like mother, like daughter, so much of our lives are transferred by our parents and our schools and things like this, and so that's why Rich Dad Poor Dad, for some people it works, but when it first came out, 1997 as you said, it was strange. I said, you know, the savers were losers, and today everybody knows inflation is going to the roof. I said, your house is not an asset. I got hammered for that one.   Keith Weinhold  11:11   Right.   Speaker 1  11:11   Rich don't work for money. Those are my three rich dad rules. Rich don't work for money, savers are losers, and your house is not an asset. I built Rich Dad Poor Dad around those three rules. I didn't follow my poor dad, those were his guiding lights. You know, you have to have job security, and you have to have a government pension, and my house is my biggest asset. And so you can't hear the person because you already have that paradigm magic, or that cookie cutter inside of you. This is my value system in my family. If I didn't get my PhD, I was stupid. I never got one. But anyway, you know,   Keith Weinhold  11:50   just because you believe something for a long time doesn't make it true,   Speaker 1  11:55   correct? And what's happening? Because I wrote Rich Dad Poor Dad, because I could see this economic times coming, 1971 named Nixon took the dollar off the gold standard, and I knew at that time we're going to have hyperinflation, so that it hasn't hit us quite yet. 1971 was august 15. Nixon's taking the dollar off the gold standard, and you watch what's going to happen next few years. We're going to have hyperinflation that we've never seen before, and it's gonna make the poor and middle class poorer. The rich will get richer, but poor and middle class will get poorer. Tragically,   Keith Weinhold  12:30   that is such an appropriate time to bring this up, Robert, because a lot of people are drawing parallels between the 1970s two waves of inflation during that decade, and what's going on today. I mean, there is so much fuel now that could ignite higher inflation. You've got the cumulative effects of the Iran war and the energy shocks and bottled up supply chains. And Robert, I don't know if you've heard it yet, but you and I's mutual friend, Dr. Chris Martinson, yeah, peak prosperity, there, Chris Martinson, he recently said that he would not be surprised to see 18 to 20% annual inflation in the next two to three years. That's exactly what he said.   Speaker 2  13:12   Yeah, but it's good for those who have assets, right? You see what, when things inflate, you know, like chickens and eggs and milk go up, but so do assets go up, most of them, like gold and silver, will go up, but the purchasing of the dollar will come down. Inflation is a tax, that's all it is.   Keith Weinhold  13:33   So much potential for inflation there, and a lot of this really ties in with debt, about how debtors can be enriched inflation. I think about the cantillion effect, meaning that in inflationary times those closest to the money printer win, and that usually tends to be governments, large banks, corporations with easy credit scores, but a lot of people don't realize that we can benefit from that too is everyday investors that use leverage prudent debt,   Speaker 1  14:05   right, and tell you, in effect, is basically what interest rate can you get, and how easy is money for you, and I use debt, I'm 1,000,000,002 in debt, and that scares the crap out of most people, but I use debt to get rich, and most people use debt to get poor, and again, that's family, what your education says. So, a lot has to do with early childhood development, and all that stuff. The more I study it, it really goes back to before a child was like 15. The cookie cutter has been cut.   Keith Weinhold  14:36   Yes, it goes back to not always having to believe everything that you think.   Speaker 2  14:40   We all have access to education. I have my cash flow game here. I teach people how to use debt, and Dave Ramsey says don't use debt. Well, he's a smart man too, Dave. I like him a lot, and most people should listen to Dave Ramsey, but if you're going to use debt, you'd better take some education, so. To go 1,000,000,002 in debt, man, you better know something. People aren't living paycheck to paycheck, they're living credit card to credit card now, and getting wiped out. I hate to laugh, but it's so obvious. You go, because they have no financial education, and that's why my book was turned down by all those academics in New York City, the publishers say, you don't know what you're talking about. How can I say your house is not an asset? How can I say savers are losers? How can I say the rich don't work for money? And that's what Don't Rich Dad Poor Dad on. And now it's been an international best seller, number one in the world for like 25 years.    Keith Weinhold  15:39   Yeah, well, it's so interesting that you bring up Dave Ramsey here, Robert. He often gets his followers to make a debt-free scream when they're debt free, and you know what I think, Robert, for those that scream that they're debt free, what they're doing is they're postponing screaming that they're job free or job optional, they could have been prudently leveraging dollars for profit, instead, like you and I do.   Speaker 2  16:06    Well, let me just say, Dave Ramsey's advice is good for most people. I'm saying, if you're going to learn to use debt, you know, if all you want is a job and a pension, you don't have to study that much. The biggest mistake I think ever made was at 401 k. It's going to wipe out boomer generation. It's going to.. that's the memos. I wrote this book. Here's who stole my pension, and that's when it's going to nail the boomers. They're finished, because their pensions are going to get stolen. They're four 1k IRAs. They're finished, but they do.. they listen. No, they go, they send their kids to school to get their MBA and get a, get a 401 k.   Keith Weinhold  16:46   Well, I kind of think when you have education around debt, you sort of understand this difference between productive debt and what I'll call ego debt. So, can you talk to us more about what kinds of debt make people rich today and what kinds of debt can quietly destroy them.   Speaker 2  17:02   Well, they should read Rich Dad Poor Dad. Really, I'm serious. That's all it is about, really, is I use debt to get rich, and Dave Ramsey's advice is good for those who don't want to study. So, if you're a PhD in microbiology, and you're a doctor, Dave Ramsey's advice is good for you, because you have no financial education, it's not between your right ear and your left ear. So, I had to study debt, that's the difference. It's what we study.   Keith Weinhold  17:29   And for those that are uninitiated on this, what we're talking about here is, if you've got, say, 200k to invest in real estate, and real estate's going to go up 5% a year. Okay, if you pay all cash, you only have a 5% gain on your 200k but if you get an 800k loan and now you invest in a million dollars worth of real estate, you have that entire million dollars going up 5% not just 200k and you have the tenants servicing the 800k in debt for you. This is really the path to wealth through debt, which is counterintuitive.   Speaker 1  18:02   You don't just get into debt. I mean, you really got to understand debt, and real estate doesn't always go up. It's about to crash again, and I like crashes. Don't get me wrong, I love crashes, because a crash in a stock market, bond market, real estate market is something going on sale, so like if Walmart had a sale, every poor person would run in there, but when the real estate market has a sale, all the poor people run away. I like crashes, that's when you get rich, one's coming big time, big time.   Keith Weinhold  18:33   Well, I want to learn more about that, because residential real estate in our lifetimes has only fallen significantly one time, that was in 2008 and circumstances are so different today. Today, you have responsible lending, and you don't have this oversupply that you had in 2008 So, tell us more about a potential real estate crash that's going to interest a lot of people.   Speaker 1  18:53   Well, real estate crashes, because the currency crashes. It's really the problem with the world today, and this is the whole world, is America is now what, the biggest debtor nation in world history.   Keith Weinhold  19:05   Yeah,   Speaker 1  19:05   39 trillion or something like that. And Japan is a bunch of idiots on Japanese, I can say that they save money. Why would you save money when Japan was the biggest money printer of all times? That'd be like somebody you know, sticking water in your gas tank. Why would you go and fill up with water? But that's what the Japanese were doing. They're saving money. It makes no sense. I mean, I just.. I'm just a different person, you know. I just didn't go to school like my family did. I mean, I have a college education and all that, but I studied different things after school. I studied debt, I studied real estate, and that's the big difference. So, I'm 1,000,000,002 in debt. So, in 2008 when the market crashed, you know, I borrowed 30 million bucks and leveled it up with 1,000,000,002 in debt.   Keith Weinhold  19:52   Good timing   Speaker 1  19:53   should not do what I do, but I studied it since 1974 It's debt that's not. Right now today we have oil going up. My college degree is in oil. I'm an oil tanker driver. I drove oil tankers with Standard Oil. I'm making fortunes today as the price of oil goes up, so you know, more Netanyahu and Trump bomb Iran, terrible as it is. I'm getting richer, so you don't have to be poor, but you're poor because that gap between your left ear and your right ear is empty, you know. You've been taught inflation's bad. Well, inflation is good if you're holding oil or gold or silver or some real estate. Anyway, most people have no financial education. That's why I created the cash flow board game, so you can have fun learning how to be rich. If you don't want to learn to be rich, then go to school and get your PhD.   Keith Weinhold  20:47   Sometimes, when people don't understand how real estate debt benefits them, one way I've helped people understand Robert is that, say, you have a loan balance of 112k on a piece of real estate today, that feels really small. It almost feels like something that you can pay off with what you have in your savings account, but if you go back 30 years, when the median home price is 140k 80% debt on that would have been 112k So here, 30 years later, with your 30 year fixed rate loan, you still just have that 112k in debt, while the median home price is over 400k and that's even if you hadn't made a principal payment at all, so it's really a way to visualize how inflation starts shrinking the real weight of our debt over time.   Speaker 1  21:31   My advice is I would study debt, so I take real estate courses, I'm always studying, I'm studying constantly, because the markets are changing so quickly. The biggest problem today started in 1971 when Nixon took the dollar off the gold standard. So, we're the biggest detonation in world history. I think we're going into a depression right now. So, depression plus AI coming along is going to wipe out jobs. I'm going to get richer. What are you going to do? So, I'm already planning for the future, the people that get rich can see the future. So, when you say, well, you know, back in 2008 it only crashed for a little while. Then, okay, so what? And history has proven in 1971 Nixon took the dollar off the gold standard. Every nation has collapsed. Who did that? The Chinese did it, the Romans did it, the Greeks did it, Germans did it. They print money, and so that's the real issue. It's not debt, but it's also the economic macro problems that keep going into the world. The dollar is coming down, and I'm afraid that we're going into a global depression. I hope I'm wrong, like Grant Cardone, and I have fights all the time about it, you know, because he's a big proponent of that. Real estate always goes up, it doesn't always go up,   Keith Weinhold  22:47   right?   Speaker 1  22:47   It doesn't always go up. The stock market doesn't always go up. The bond market's crashing. Everybody says, "Oh, bonds are safe. The bond market's in the biggest bubble in world history. We're going into a depression. So, what are you going to do about it? I'm afraid America is going to crash because we've taken on Iran, and Iran's a powerful, powerful force out there. I'm not in favor of it, but everybody who's messed with Iran has got kicked. So just note that as this look at history, you can see the future, but you have to be careful in the issue you follow. So, 1971 I was on an aircraft carrier in Vietnam, and my rich dad wrote me a letter. I was a marine helicopter pilot, went down three times. Rich Dad wrote me lessons. Nixon took the dollar off the gold standard, watch out, and immediately I started buying gold. So, I started buying gold at $50 an ounce to today is what, four or 5000   Keith Weinhold  23:43   Yeah,   Speaker 1  23:44   the trouble with gold is you pay high taxes on it, constant taxes too. Good luck to learn, Keith. I study constantly.   Keith Weinhold  23:52   You're listening to Get Rich Education. Our guest is Rich Ed Poor Dad author Robert Kiyosaki. I'm your host, Keith Weinhold.    Keith Weinhold  23:58   What if you got your mortgage loans the same place I get mine. You sure can at Ridge Lending Group, NMLS 42056 They provided GRE listeners with more loans than anyone, because Ridge specializes in investment property. They'll help you build a long-term plan for growing your real estate empire with leverage. Start your prequal, and even chat directly with President Chaley Ridge, while it's on your mind. Start at Ridge lendinggroup.com that's Ridge lendinggroup.com    Keith Weinhold  24:29   Let me ask you something. If you've worked hard to build wealth, is your money positioned to actually support your goals? A lot of accredited investors leave capital sitting in cash because it feels safe, but inflation and missed income opportunities can quietly erode its value. Freedom Family Investments offers freedom notes for investors seeking structured income backed by real estate. It's a straightforward approach built on real assets, not speculation. In full disclosure, I'm an investor myself. What I like is that their team walks you through how it all works, so you can decide if it aligns with your portfolio and income goals. Every investment carries risk, and nothing is guaranteed, but with a track record of consistent on-time investor payouts, they built real credibility. Go to freedomfamilyinvestments.com to book a clarity call or text family to 66866 that's family 266866 This   Jim Rickards  25:31   is Author Jim Rickards. Listen to Get Rich Education with Keith Weinhold, and don't quit your daydream.   Keith Weinhold  25:47   Welcome back to Get Rich Education. I'm your host, Keith Weinholt. We're talking with the top-selling personal finance author of all time, Robert Kiyosaki.   Speaker 1  25:55   Just study history. History will see this, you'll see the future. So, this is my good friend here, McDonald. You know why he wants you to get rich, and it's this one man, one message.   Keith Weinhold  26:06   Robert's holding up a book now.   Speaker 1  26:08   You've got to get educated on money, but most people won't, so they got a 401 k, and they live debt free. Good advice. Will it protect them? No, it won't protect them from a, you know, if you lose your job, AI takes it away, or is a massive crash, but we've never been in this much debt before to you. Black generation is screwed, boomers and boomers are screwed, because we're the first generation with a four 1k that was 1974 1974 also Kissinger went to Saudi Arabia to sign the dollar up back by oil, and today my buddy here, Trump is bombing the crap out of Iran. I'm not saying it's good or bad, but the price of oil is going through the roof now. Everybody's complaining about it because of inflation, so chicken and eggs go up in price, you know. Diesel delivers chicken and eggs all over the world. I'm getting richer because I own oil wells, you see. You don't have to be poor, but you better question what they put between your left ear and your right ear. What did Mommy and Daddy tell you? Go to school, get a job, get a job with a government service. My daughter's a GS, she's got a master's from Washington State University losers,   Keith Weinhold  27:24   this untethering of the dollar from gold in 1971 that meant that there is no sovereign currency in the world today that's still tied to gold, allowing for more money printing and enriching over time debtors like you and I, but Robert, we think about how debtors are profiting, and you spoke earlier about how oftentimes your parents put all of these values inside you. How do you emotionally tolerate having a lot of debt yourself? You talked about having $1.2 billion in debt. How do you emotionally deal with that?   Speaker 1  28:00   I study, I take courses. I'm constantly in seminars studying debt. I don't study a 401 ks or bonds, that's for losers. But this is the biggest point, Keith. You got to find out. My rich had always said to me, says there's a billion ways to financial heaven. So, there's what, 8 billion people on planet earth, and 1 billion of the eight may make it to financial heaven, but there's 7 billion to financial hell, and the difference is what's between your left ear and your right ear, and that's why you may choose what you learn carefully, cash flow game, study it, have fun, practice, play, learn, but if you don't want to learn, then follow Dave Ramsey's advice. That's much better. It's better for you, really. I'm serious. And get your PhD and get a 401 k and get wiped out when you lose your job. It's up to you.   Keith Weinhold  28:54   Yeah, I mean, the debt-free mindset probably is better for most people, but I think you shouldn't aspire to want to be like most people. Most people are overweight, and they have a busted relationship, and they don't have enough money at the end of the month. So we're really not aspiring to be mediocre here, and that can mean taking on prudent debt. You wrote something in a book one time, I don't think it was Rich Dad Poor Dad, it was one of your later books. This is so simple, but I found it to be so profound and life-changing for me. And that is simply being wealthy is a choice   Speaker 1  29:28   that doesn't, what you want, it's your choice, but you better know what your choices are. What did Mommy and Daddy say to you? But also, were they doing in front of you?   Keith Weinhold  29:39   Right,   Speaker 1  29:40   were they cleaning for job security or were they buying coil wells? Like, I own Bitcoin, but they'll recommend it now. I study it. I don't really understand it that well. I have 5049 Bitcoin, not much, but as inflation goes up, my Bitcoin goes up. Also, have in theory. I'm old. I don't understand tech that well, but I buy it to learn it, to practice, to study it. Am I an expert at Bitcoin? No. So I just keep studying, that's all I'm saying. I have a choice how to put between this year and that year. That's your choice today.   Keith Weinhold  30:18   Well, that's really interesting, Robert, because some people say that you should only invest in something that you understand well, others say that you're only going to understand something well if you invest a little in it first and have a stake. Well, is there any last thought that you have, Robert, as we wind up, anything at all that a listener should know today?   Speaker 1  30:39   No, I mean, I just said it, that's it. Choose what you put between your left brain and right ear, and what do you do? What do you do in your spare time? Like studying, you can ask the people around me. I'm constantly studying, you know, because I like to win. I'm very concerned, Keith. We're going into the biggest depression in history. So, what happens when you lose your job and you can't put food on the table, that's gonna create another problem. So, I'm a big pessimist, but I'm ready for it. I have a lot of guns, so the, I call it the 5g's Okay, you have to have gold, food, I mean ground, gasoline, and guns, that's preparing for the future, the 5g will be gold, gas, ground, food, guns.   Keith Weinhold  31:27   Well, Robert, you gave us a lot to think about there, including some actionable things. It's been great having you back on the show.   Speaker 1  31:32   Okay. Well, thank you. Keep up the good work.   Keith Weinhold  31:40   I believe Robert feels that a calming economic depression would be linked to the longer term calamity about the dollar being de-pegged from gold for about 55 years now. His 1.2 billion in debt is largely, if not completely, good debt. You can learn more about Robert and the Rich Dad world@richdad.com and he and I talked more off air. As much as he stresses financial education, he emphasizes taking action after you've learned; otherwise, you really haven't gained much of anything. But the rat race is so busy that some people don't have time to care about this stuff. In fact, the difference between financial education and financial courage is action taking. That's the difference. Now, in my view, it seems that some feel like financial betterment means cutting your expenses so much that you reduce your standard of living even over the long term, and doing that for the long term, you might do some of that in the short term, earlier in your investing career, because you need some capital formation, but to me, before long, financial betterment should give you the ability to make your life better. I mean, really don't buy the boat or RV just because it's a depreciating asset. Well, you don't want to do that wastefully if you can't afford it, but if you can learn how to afford it, consider borrowing for it, investing it at a higher interest rate than the RV loan, and profiting while you enjoy the RV, some people don't even think something like that is possible. Well, that's the sort of thing financial education can do. Genuine financial betterment means that you can take the trip, it means that you can buy the boat, because what's worse, owning a depreciating asset or living a depreciating life. Big thanks to Robert Kiyosaki.    Keith Weinhold  33:47   Today, we've got a lot of great upcoming shows here on the Get Rich Education podcast. Next week, The Mad Scientist of Multifamily, Neil Bower, will be here. It's going to be a charged conversation on the state and the future of the residential real estate market. Also, I've been compiling my top 12 dirty dozen due diligence questions that are going to help you avoid mistakes when you buy a piece of income property, like for example, How do you be sure that a build to rent community isn't overbuilt with supply, and why you should always get a property inspection, even on a new construction property that's coming in future weeks, and if you're a new listener and still learning about how to prudently use debt to build wealth, you're in luck. Just eight weeks ago, on episode 600 it's an episode where it's just me talking to you, called Debt is the American dream. Be sure to check out that show until next week. I'm your host, Keith Weinhold. In In the Spirit of Rich Dad, don't quit your daydream.   Speaker 3  34:52   Nothing on this show should be considered specific personal or professional advice. Please consult an appropriate tax, legal, real estate, financial, or business. Professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Get Rich Education LLC exclusively.   Keith Weinhold  35:18   The preceding program was brought to you by Your Home for Wealth Building, Get Rich education.com  

Jess has officially started investing! After months of setting goals, learning the ropes and building confidence- she's finally started a portfolio of well diversified index ETFs.But now she's wondering…what's next?Should she look at buying stocks too? Thematic ETFs? Once you've got your foundation in place, how do you build upon it without turning your portfolio into a random collection of ideas you heard online?So Jess sat down with Host and Financial Advisor at Rask, Gemma Mitchell, to find out about the core-satellite approach to investing. And it might just be the perfect way to keep on track with her goals and have fun with her portfolio at the same time.Plus she speaks to community member Alex about how he took things up a notch after setting up a very similar ETF portfolio to Jess.Chapters:00:00:00 Intro00:02:22 What is portfolio construction?00:05:23 Core vs satellite explained00:07:36 What can go in a satellite00:10:01 Fitting a satellite into your DCA strategy00:14:43 Why we get bored of passive investing00:16:22 How much is too much satellite?00:19:27 Using bonuses for satellite buys00:21:53 Alex's story: building beyond the core00:25:00 Alex's three satellite bucketsLinks mentioned in this episode:

Most people assume that if someone is legally licensed to give investment advice, they have completed a rigorous amount of education and training, have demonstrated advanced knowledge by passing exams that test the real-world application of concepts, and have a minimum level of real-world experience. The answer is much more complicated, and the truth is that there can be significant variation in education, experience, and ability beyond the basic, legal threshold.In this episode, we break down the minimum legal standard to become a licensed investment adviser representative and why there can be meaningful differences in the depth of knowledge and experience among licensed advisors.We cover what it takes to satisfy the basic legal standard which is the Series 65 exam, the over 200 designations that exist in the financial industry, how to tell which designations demonstrate a long-term commitment to developing high-quality planning capabilities, and the three credentials that we believe rise to the top: the CPA, the CFP®, and the CFA®.We walk through the education, experience, examination, and ethics requirements for each, share the questions every person should ask a financial advisor before engaging them, and explain why the right advisor will always welcome those questions.For individuals and families with significant assets and complex financial needs, understanding whether your advisor holds one of these designations is an important step in determining whether your advisor is the best fit for your family.Thanks for listening!For more details, check out our blog post at https://pw-wm.com/learn/financial-planning/what-are-your-financial-advisors-qualifications/

"Don't just sit there and coast along thinking your financial prowess is going to win the day." Host Laurie Barkman sits down with Susan Latremoille, Founder of Next Chapter Lifestyle Advisors, and discusses the retirement myth and the conversation that the advisors are missing. Susan spent nearly four decades in financial services watching well-prepared clients fall apart emotionally after selling their businesses — and watching their assets walk out the door with them. After losing a $100 million client post-transaction to the bank that handled the deal, Susan pivoted her entire career to answer the question the financial services industry had been avoiding: what happens to your client — and your relationship — after the money lands? Laurie and Susan unpack the ugly myth of retirement, the factors affecting exit regrets, and exactly how financial advisors can turn this gap into their greatest differentiator.   Key Insights The Hollywood version of retirement is a myth — and your clients believe it. The idea that selling the business means sailing off into unlimited golf, travel, and happiness is exactly the opposite of what many business owners actually experience. The sooner advisors challenge this narrative, the better positioned they are to serve their clients.   75% of business owners regret exiting within the first year. This figure has been consistent across surveys since 2013. It points directly to a planning gap that advisors are uniquely positioned to fill — if they're willing to have the harder conversation.   The conversation about identity and purpose is not "soft" — it's the most critical planning work an advisor can do. When a founder exits, they don't just lose a company — they lose their social circle, their daily structure, their title, and their reason to get up in the morning. Laurie and Susan emphasize that advisors should stop dismissing this as someone else's job and start treating it as a core part of the transition conversation.   Silence on the personal side has real, measurable consequences. The aftermath of an unplanned exit can show up as depression, broken marriages, health decline, and worse. This key message to advisors is clear: you are in the room, you have the relationship, and you have the responsibility to ask the harder questions — not just review the portfolio. The higher the achiever sitting across from you, the more they need someone to have that conversation with them.   A $100 million wake-up call: the relationship ends at the transaction if you're not in the room. Susan lost her biggest client the day he sold his company because she had no role beyond managing his retirement money. Advisors who aren't engaged in the personal planning conversation have no seat at the table — and no leverage to retain assets after a liquidity event.   Up to 80% of business owners change financial advisors within one year of a liquidity event. The advisors who survive that window are the ones who went beyond portfolio management and helped their clients build a life plan that outlasted the deal. This is the next frontier for advisor differentiation — and AI is accelerating the timeline.   Chapters: 00:00 - Introduction of Susan Latremoille 01:40 - The Retirement Myth 02:21 - Bucket List vs. A Real Plan 03:00 - The Ugly Truth About Retirement 06:25 - Personal Planning to Avoid Exit Regrets 07:31 - The Four Core Losses After Exit 12:41 - The Five Consequences of an Unplanned Exit 15:29 - Personal Transition Process and Coping with Exit Regrets 20:09 - The Financial Implications of Exit Regret 20:46 - When Should These Conversations Start? 23:24 - The $100M Lesson: What Susan Lost and Why 25:51 - How Financial Advisors Can Stay in the Relationship 26:28 - Why Early and Consistent Transition Conversations Matter 27:31 - The Financial Advisor's Role Is Shifting   Is your business truly ready—and are you? Take the Succession Readiness Assessment to get a clear snapshot of where you stand and what to focus on next. https://btsherpa.com/succession P.S. Most owners don't realize where they stand until they're already in a transition. Take a few minutes now to understand your readiness—and give yourself more options later.   Connect with Laurie Barkman:  Website: https://lauriebarkman.me LinkedIn: in/lauriebarkman YouTube: @LaurieBarkman_BTSherpa   Connect with Susan Latremoille:  Website: https://nextchapterlifestyleadvisors.com  LinkedIn: https://www.linkedin.com/in/susanlatremoille  Email: Susan@nextchapterlifestyleadvisors.com  

Saving money is a vital part of building wealth, but there are five specific situations where it can actually work against you. Financial Advisors, Brian Preston and Bo Hanson, walk through everything from why 28% of IRA rollovers sit in cash seven years later to how extreme frugality can poison your relationships, running case studies comparing Average Allen and Manny the Mutant to show who comes out ahead. Saving is still a good thing, but you might be surprised by just how much the order of your decisions can change your financial future. ⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life. Learn more about your ad choices. Visit megaphone.fm/adchoices

Jeffrey reveals how often he washes his sheets. When should you bring up a prenup? Charlie met with a financial advisor. Old audio of Duji saying she would NOT buy her daughter a car is uncovered. Disembodied human brains used for drug testing. Oregon may ban hunting and fishing. Judge declines to jail teenager accused of killing stepsister aboard cruise ship.See omnystudio.com/listener for privacy information.

Key Highlights from the Episode: 0:00 – Introduction 1:02 – Should I stay or should I go next year?   2:27 – Why Q4 is often the best time to transition   3:59 – How holidays and client schedules factor into timing   5:35 – Deferred comp considerations for advisors   10:23 – Why firms sweeten deals in Q4 to hit quotas   12:48 – The myth of the “perfect” time to move   14:42 – Leveraging holiday parties and events for client communication   17:08 – Why every advisor's timing decision is unique   23:12 – Emotional readiness vs. waiting too long   25:27 – Rip the Band-Aid off: once you decide, just go   27:09 – Risks of delaying and firm pushback   28:11 – How to connect with Frank & Stacey   Resources: Elite Consulting Partners | Financial Advisor Transitions: https://eliteconsultingpartners.com Elite Marketing Concepts | Marketing Services for Financial Advisors: https://elitemarketingconcepts.com Elite Advisor Successions | Advisor Mergers and Acquisitions: https://eliteadvisorsuccessions.com JEDI Database Solutions | Data Intelligence for Advisors: https://jedidatabasesolutions.com Listen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/ Follow us on LinkedIn: https://linkedin.com/company/eliteconsultingpartners

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Host: Ben Criddle (@criddlebenjamin) and Co-Host: (ronthe3manweav)Subscribe to the Cougar Sports with Ben Criddle podcast: Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Chris Voss spent two decades at the FBI and became the Bureau's lead kidnapping negotiator. Today he sits down with Nicole to teach you how to leverage the same psychological tactics to get the salary you want. Chris and Nicole break down exactly what to say to get a raise, how to walk into a new job offer and negotiate without burning bridges, and how to get people to want to pay you more. Chris reveals why finding “common ground” is actually a recipe for resentment, why throwing out a number first can kill a deal, and the three conflict types — fight, flight, and make friends — that explain how almost every deal goes sideways.  Then Nicole and Chris get into why remote work might be quietly tanking your career, an analysis of President Trump's negotiation style and The Art of the Deal, plus the two lines of code planted in your head before age five that drive everything you do with money, work, and relationships. Finally, because Nicole had to ask, Chris explains what you should say if you're ever in a hostage situation. Check out Nicole's financial literacy course The Money School Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Check out Nicole's Favorite Chris Voss Book “Never Split the Difference” Learn More About The Black Swan Method Here's what Nicole covers with Chris:  00:00 Are You Ready for Some Money Rehab?  01:00 Why Splitting the Difference Builds Resentment 03:19 The Myth of “Common Ground” 06:57 Stories From Being the Lead Hostage Negotiator For the FBI  07:51 How to Get Your Boss to Want to Pay You More  16:00 The Mistake of Getting Too Personal 18:51 What Should You Say If You're a Hostage? 19:19 In A Raise Negotiation, Should You Bring Up a Competing Offer? 22:19 Is Body Language Really Important? 27:12 Does Chris Voss Get Nervous While Negotiating? 28:36 Negotiation Role Play and the Script For Getting a Raise 30:31 Should You Throw Out a Number First? 32:25 Don't Ask “How Can I Help?” 42:15 Negotiating Non-Monetary Perks (Remote Work, Vacation Time, and More)43:06 Chris' Take on Remote Work: It Makes You a C-Player  47:31 How to Use Empathy in a Negotiation  48:00 Why Being Playful Makes You 31% Smarter  50:20 The Three Conflict Types and Why Deals Die  59:00 Analyzing Donald Trump's Negotiation Style 01:08:51 Debunking Negotiation Myths 01:16:00 Rating Deal-Making Cliches  01:18:13 How To Get Inside Someone's Head 01:22:38 How Your Upbringing Influences Your Negotiation Skills 01:25:47 Chris Voss's Tip You Can Take Straight to the Bank

A dead local meetup group attracted just 5 people to its first gathering at a brewery. Two years later, that same group draws 70+ attendees to structured educational sessions, with newcomers driving across multiple states to participate. The transformation reveals something most personal finance education gets fundamentally wrong. Introduction and St. Louis Group Overview [00:00:00] Jonathan and Brad welcome Kristen Knapp and Allen Hansen to discuss how the St. Louis ChooseFI group became one of the most thriving communities in the country. Rebooting a Dormant Community [00:08:30] Kristen shares how she transformed a dormant St. Louis group after attending Camp FI, starting with brewery meetups and evolving to structured case studies that dramatically increased engagement. The Genesis of FI 101 [00:15:45] The hosts discuss how new members needed basic FI education, leading to the creation of a structured FI 101 program that attracted 70+ attendees and continues to grow. Kristen's Journey to Part-Time Work [00:22:10] Kristen shares her 30-year broadcast meteorology career and how the FI community gave her the confidence to negotiate a part-time arrangement, creating space for her FI Friends Travel venture. Allen's Perspective on Giving Back [00:31:20] Allen discusses his motivation to help others after reaching FI himself, emphasizing that anyone can make mistakes and still succeed on the path to financial independence. Structuring FI 101 Content [00:38:00] The group breaks down the essential components of FI 101: defining financial independence, the shockingly simple math of early retirement, and the financial order of operations. The Importance of Your Why [00:45:30] Jonathan proposes that understanding your personal why for FI should be the foundation of any FI 101 program, making it more compelling than traditional personal finance education. Investment Fees and Opportunity Cost [00:52:15] Brad delivers a detailed breakdown of how investment fees can cost millions over a lifetime, using concrete examples to illustrate the importance of low-cost index funds like VTI. Action Items and Next Steps [01:05:40] Allen outlines the two critical action items for FI 101 attendees: tracking net worth and monitoring spending, while the group discusses cadence for ongoing educational sessions. Preview of FI 201 and Future Plans [01:12:00] The hosts wrap up by discussing plans for a second episode covering FI 201 content and how local groups can iterate and improve their educational programming. Notable Quotes "I created what I wished existed. Nobody else is going to do it. Why not me?" — Kristen Knapp "After fifteen years of marriage, we finally hit broke. I think that resonates with people. We did it all wrong with credit card debt, you name it." — Allen Hansen "You can't save your way to FI. It's just almost impossible. You have to invest those dollars." — Allen Hansen "FI is not this passive endeavor and FI is not just about the nuts and bolts of money. This is about a constantly evolving mental framework." — Brad Barrett "Being around other people on the same path is one hundred percent the reason I've been able to create this life, because I would have never even had the idea or the courage to do any of this." — Kristen Knapp Key Takeaways Your savings rate matters more than your income. Someone earning $50,000 and saving 50% will reach FI faster than someone earning $150,000 but saving only 10%. Investment fees compound negatively. A 1% advisor fee plus 1% fund fees can reduce a potential $7.2 million portfolio to just $3.9 million over 40 years. Your FI number is calculated by multiplying annual expenses by 25, based on the 4% safe withdrawal rule. Understanding your personal "why" for pursuing FI is more compelling than traditional budgeting advice and provides the motivation needed for long-term success. Community makes the difference. Local FI groups provide accountability, education, and the courage to make life-changing decis…