Podcasts about fintech

Episode 266: In Bain's early 2026 Consumer Banking Benchmark, provided by NPS Prism, Chime had the highest NPS among the companies we measured. That raised a basic question: How does a financial technology company serving people who live paycheck to paycheck earn greater loyalty than institutions built around customers with much higher balances? Sam Krause is the Senior Vice President of Operations and Member Experience at Chime. As she explains, Chime is a financial technology company, not a bank. "We are a FinTech. We partner with bank partners behind the scenes who hold all our deposits." Most Chime members already had bank accounts. The important distinction is between having access to an account and having a product designed around the way you actually live. Chime operates without branches, giving it lower fixed costs than traditional banks. Members who qualify can receive their paychecks up to two days early or use a free feature called SpotMe for up to $200 in fee-free overdrafts. Those benefits cost money and expose Chime to risks many traditional banks avoid. But about two-thirds of members use Chime as their primary account. Most of the company's revenue comes from interchange on daily card use. Helping members get access to their money sooner can increase usage, strengthening the economics that make those benefits possible. Sam also explains how Chime tries to turn "member obsession" into an operating discipline. NPS is one of the company's three highest-level goals. For example, competitive benchmarking exposed a gap in funding and transfers that internal data alone had not made urgent enough. Chime then combined the NPS Prism benchmark data with direct member feedback to identify the specific problems and change its priorities. The consequences can be intensely personal. Sam describes a member named Carmen who used SpotMe to put gas in her car so she could reach chemotherapy appointments scheduled shortly before her payday. Her story illustrates why a short-term liquidity problem that might look minor to a product team can matter enormously to the person experiencing it. In this episode, learn how Chime preserves member obsession as it grows and leverages better outcomes for members into greater usage, loyalty, and growth. Guest: Sam Krause, Senior Vice President, Operations & Member Experience Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Timestamped Topics 00:52 – Cutting insurance claim resolution from weeks to minutes shapes Sam's approach to customer experience 01:28 – Aligning the business model with what is best for customers 02:51 – Designing financial products for the two-thirds of Americans living paycheck to paycheck 03:25 – Giving members paychecks up to two days early and up to $200 in fee-free overdraft 05:40 – Using primary account relationships and interchange to make the economics work 08:03 – Taking risks traditional banks avoid to give members faster access to their money 09:04 – Distinguishing access to banking from helping customers gain financial control 12:13 – Designing simpler money-management tools for the 80% who are not natural planners 14:14 – Finding the two customer segments where the products have the strongest fit 18:38 – Seeing simplicity and ease of use emerge as the biggest drivers of promoters 19:41 – Helping members increase credit scores by 30 points on average over eight months 22:17 – Scaling customer obsession through employee bootcamps and direct customer listening 24:00 – Making NPS one of three company-level goals 30:30 – Using competitive benchmarks to prioritize funding and transfer problems 32:57 – Building trust in a digital model with 24/7 access to human support 39:30 – Hiring "hungry, humble, and smart" employees as the company scales 41:30 – Embedding company values into employee evaluation and coaching Notable Quotes 08:03 "We're willing to take that risk on behalf of our members." 09:04 "There's a difference between having access and having something that is actually helping you gain control of your finances and reach your financial goals and make financial progress." 15:52 "We figured it out. And it turns out when you can crack that, you gain a very large and very loyal member base." 26:31 "You shouldn't be surprised that senior executives lose interest in something like this if you are not doing the work to prepare it." 28:36 "At the end of the day, it's about the member perception and the member view." 32:36 "We have to do more than a traditional bank would because that's what our members need." Additional Resources about Chime: How Chime is Leading the Way in Customer Loyalty: https://www.bain.com/insights/how-chime-is-leading-the-way-in-customer-loyalty-snap-chart/ What it Takes to Build the AI-Native Modern Bank: https://www.bain.com/insights/what-it-takes-to-build-the-ai-native-modern-bank/ How Analytics Can Deepen Banks' Customer Relationships: https://www.bain.com/insights/how-analytics-can-deepen-banks-customer-relationships/ 

AI adoption is not really a technology question. It's a trust question, and trust levels shift dramatically depending on where a company operates and who its customers are. In this episode of Supply Chain Now, Scott Luton and co-host Bill Huber, retired VP CFO at VELUX, speak with Theodora Lau, founder of Unconventional Ventures, about trust and AI adoption, open banking and data interoperability, fragmented data versus bad data, workforce retraining, and the lessons global supply chains can borrow from fintech. Theo explains how to tell healthy friction from harmful friction, treat fragmented data differently from bad data, judge AI initiatives by outcomes instead of token usage, and build systems that keep people, not service providers, in control of their own data. Jump into the conversation: (00:00) Introduction (09:41) Theo Lau's path from telecom to fintech innovation (17:35) Why trust, not technology, drives AI adoption (20:17) What GDPR and the EU AI Act reveal about governance and trust (28:04) Lessons supply chain can borrow from open banking and fintech (38:27) What separates real AI transformation from bolting AI onto broken processes (43:13) The difference between fragmented data and bad data (54:16) A JD Power stat reshaping how consumers ask financial questions Additional Links & Resources: Connect with Theodora Lau: https://www.linkedin.com/in/vineetvashishta/ Learn more about Unconventional Ventures: https://www.linkedin.com/in/billhuberatlanta/ Connect with Bill Huber: https://www.linkedin.com/in/billhuberatlanta/ Learn more about VELUX: http://www.velux.com Learn more about our hosts: https://supplychainnow.com/about Learn more about Supply Chain Now: https://supplychainnow.com Watch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://supplychainnow.com/media-kit/ Learn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitive WEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6K WEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2Z WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iem This episode was hosted by Scott Luton and Bill Huber, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated show page at: https://supplychainnow.com/what-global-supply-chain-can-learn-from-fintech-world-1630 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What if equity worked like the internet? Automated. Programmable. Onchain. Joris Delanoue, CEO of Fairmint, is rethinking how companies issue, manage, and automate equity from the ground up. We unpack the realities of building fintech in a highly regulated environment — and what it takes to replace outdated infrastructure with something built for the future. … Continue reading Ep 293- Fairmint CEO Joris Delanoue

Trust is the hidden advantage that decides which payments companies earn bigger merchants, stronger partners, and more room to innovate. Greg Myers sits down with Darrel Anderson, Senior Vice President of Compliance at Payroc, to get specific about how trust is built in a world of constant audits, card brand rules, bank expectations, and fast-moving fraud. We share why “perfect security” is easy if you lock everything down, and why the real craft is building a compliance framework that protects the business while still enabling growth.We dig into what trust looks like operationally: transactions that keep flowing, the right data showing up consistently, and issues getting caught before they become fines or sanctions. Darrel explains how experienced compliance teams don't just say no, they help product and sales teams find a safe path to yes, and that credibility extends beyond merchants to regulators, card networks, and partner banks. We also talk about speed, including a simple test for reckless launches: if you cannot clearly explain the risk and controls back to someone else, you are moving too fast.When incidents happen, we focus on what preserves customer confidence: frank communication, involving customers in the solution, and taking ownership until resolution is complete. Darrel also shares leadership frameworks like the red balloon theory and “smoke detectors versus fire extinguishers” to push teams toward prevention over reaction. Finally, we tackle AI in payments compliance and fraud: how it can remove repetitive work and sharpen detection, and why criminals using AI means the arms race is just getting started.

Isabel Bescos, Partner at Entrepreneurs First, shares how EF identifies exceptional founders before they have a company, co-founder, product, or even a business idea. She explains why EF considers itself a talent investor, what it means to invest in individuals at a stage even earlier than pre-seed, and the characteristics she looks for when evaluating potential founders. Isabel discusses will to power, personal exceptionalism, followership, resilience, and bias to action as key founder traits. She explains why great founders matter more than great ideas at the earliest stage, how founders can prepare before approaching EF, why building a venture-backed company is harder and less glamorous than it appears, and why an investor's "no" can sometimes mean "not yet." In this episode, you'll learn: [05:32] Why Entrepreneurs First calls itself a talent investor and backs individuals before they have a fully formed company, team, or idea. [08:46] What EF looks for in potential founders, including grit, will to power, personal exceptionalism, and followership. [16:15] Why the founder can matter more than the idea at the earliest stage — and why exceptional people can find exceptional problems to solve. [17:24] How founders can prepare before approaching EF by demonstrating a bias to action, experimenting with ideas, and understanding why now is the right time to build. [20:32] Why building a startup is becoming more competitive and why resilience, long-term conviction, and the willingness to face setbacks matter more than ever. [24:38] Why EF says no to founders and why a rejection can sometimes mean "not yet" rather than "never." The nonprofit organization Isabel is passionate about: The International Committee of the Red Cross (ICRC) About Isabel Bescos Isabel Bescos is a Partner at Entrepreneurs First, where she works with founders building companies for the U.S. market from San Francisco. Before joining EF, Isabel was an early employee at BlaBlaCar, helping the company expand internationally across Europe and other global markets. She later worked in venture capital at Balderton Capital before founding and running her own company focused on helping remote teams work more effectively. Isabel grew up in Belgium and studied psychology in the UK and the United States. Her experience as an operator, founder, and investor gives her a perspective across multiple stages of the startup journey. About Entrepreneurs First Entrepreneurs First is a talent investor that backs exceptional individuals at the earliest stages of their company-building journey. Rather than requiring founders to arrive with an existing company or co-founder, EF helps individuals find co-founders, explore ideas, and build companies around problems worth solving. EF operates across India, Europe, the UK, and the United States. Founders backed through the program ultimately relocate to San Francisco to build for the U.S. market and raise capital there. The program brings together ambitious founders, advisors, investors, and an international entrepreneurial community, providing support across co-founder discovery, company formation, customer development, and fundraising. EF portfolio companies include Strala, Tractable, Cleo, Gensyn, Opply, Magdrive, Unitary, Better Dairy among others. Subscribe to our podcast and stay tuned for our next episode.

Payments companies were among the first to experience the pressures that hit the fintech scene and the broader software industry over the past couple of years. Now activity is reviving, with several big deals. What's changed, and which other parts of the sector stand to thrive amid ongoing disruption? Jason Gurandiano, Head of U.S. Technology Banking and Global Head of Fintech Banking, is joined by colleagues Matt Thomas and Asif Ahsan for the second part of their analysis.Key pointsPayments companies are trading at a discount relative to cashflow and are likely to see strong M&A activity.Agentic commerce and stablecoin are potential game-changers in payments.Strategics are targeting companies with a hardware component alongside proprietary data as moats against AI.Digital assets and trading platforms are among the subverticals with strongly favorable signals.Chapter markers:Introductions [00:06]Joe Coletti introduces the second part of a discussion led by Jason Gurandiano, Head of U.S. Technology Banking and Global Head of Fintech Banking, with Matt Thomas, Managing Director in Technology Investment Banking, and Asif Ahsan, Managing Director in Technology M&A.Payments strength [00:46]Activity in the payments sector has picked up meaningfully in the past three months. The space has become more global and less fragmented, as companies seek to own whole steps of the value chain. Many payments companies are trading at a discount and this is an area of likely continuing M&A activity.Impact of agentic commerce and stablecoin [04:34]Agentic commerce is set to transform payments, and will drive transactions to ensure security against fraud. Stablecoin is becoming institutionalized and could prove disruptive to traditional banking when paired with consumers' digital wallets. Information services outlook [08:13]Information services companies' success rests on whether their data is truly proprietary or can be easily replicated. A combination of proprietary data and hardware is increasingly valued by companies looking to do M&A.Subvertical verdicts [10:17]Summing up their views, participants are broadly bullish about payments and financial software. Views on market structure, information services, and disruptive financial services are mixed, with some players facing greater risks. Signs are good for digital assets, crypto, and tokenization, with strong innovation and maturing players.

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This episode is part of our Embedded Finance Podcast Series, exploring the strategies, opportunities and challenges shaping the future of embedded finance. The series is leading up to Embedify '26, the Embedded Finance Summit for vertical SaaS leaders, taking place October 13 in Lehi, Utah. To learn more visit embedify2026.com.  Payments don't fail because the API is hard. They fail because the experience is forgettable and customers never adopt it. We talk with John Badovinac, SVP of Embedded Commerce at Flute, about what vertical SaaS leaders can do differently when they want to own the payments experience and turn it into a real line of business.We get practical on the building blocks: how to model profitability, pick a pricing policy that matches your go-to-market, and design onboarding that feels native inside your product. John explains why “launching” is only the start and how the best platforms drive payment adoption by placing invoicing, text-to-pay, stored credentials, and checkout moments directly inside the workflow users already live in.Then we look forward. John shares how AI dev tools can cut integration timelines from weeks to days, lowering the barrier to embedded payments and embedded finance. He also lays out a compelling next step: embedded intelligence, where AI helps surface working capital, instant payouts, and other financial products at the right time for the right customer. We close with what to avoid, what to demand from a payments partner, and why urgency and long-term alignment matter as you scale.

Amid the SaaSpocalypse panic, fintech companies remain relatively resilient, protected by the specialized and highly-regulated nature of the financial market. But investors are looking for strong retention and growth, including AI-driven revenues. Jason Gurandiano, Head of U.S. Technology Banking and Global Head of Fintech Banking, is joined by colleagues Matt Thomas and Asif Ahsan to analyze what will set the winners apart from the competition.Key PointsPublic and private markets in fintech remain robust.While affected by AI disruption, the sector has been more resilient than the broader software market.Investors are looking for high retention and growth, including AI-driven revenues.Wealthtech and Insurtech are attracting most interest and are set to see strong M&A.Opening and introductions [00:06]Jason Gurandiano, Head of U.S. Technology Banking and Global Head of Fintech Banking, summarizes RBC's 11th annual fintech conference. It attracted the biggest engagement of the past five years: 430 delegates and 740 investor interactions. He introduces Matt Thomas, Managing Director in Technology Investment Banking, and Asif Ahsan, Managing Director in M&A.Hunt for investments [02:15]Fintech innovation is accelerating. Private investors are actively seeking new investments; public investors are striving to understand the impact of AI on current investments. The winners will be companies demonstrating high gross retention as well as growth that is at least partly driven by AI features.Fintech's resilience [7:37]The specialized and highly-regulated nature of finance is providing fintech with some protection from the disruption affecting software more broadly. But there is a bifurcation, with successful companies achieving robust trading multiples and perceived losers trading near cyclical lows.Embedding offers insulation [9:10]Fintechs that are strongly embedded with their end customers have most protection, and have the opportunity to go on the offense with new products.Areas of opportunity [11:36]Wealthtech and Insurtech are attracting most interest: M&A is likely to remain strong in these subverticals over the next 12 to 18 months. Capital markets software has strong interest, but incumbents face threats from customers with their own AI budgets.

Your LinkedIn feed will be full of “great to see you” posts after WSAA 2026, but the real value happens before the photos, in the hallways and late-night conversations where partnerships actually start. I'm joined by Amanda Beam, Vice President of Partner Relations at Exectras and a member of the WSAA Board of Directors, to give you a clear preview of what to expect September 15th through 17th in Palm Springs, California and why this conference continues to be a must-attend for the acquiring and merchant services community.We dig into what's being expanded this year, including a heavier focus on education, technology exposure, and structured opportunities to collaborate with leaders across the payments ecosystem. Amanda shares what it takes to make the event feel seamless, from the online registration process to the on-site experience and the mobile app, and why those details matter when you're trying to maximize meetings and make every conversation count.We also talk about what makes WSAA networking so effective: the density of decision makers, the mix of settings beyond the showroom floor, and the momentum that comes from being in the same place for three full days of connections. On the content side, expect two full days of conference programming covering emerging payment technologies, business growth strategies, and the evolving needs of merchants and consumers, plus updates from card brands and eight and a half hours of focused exhibitor time to evaluate solutions and spot trends quickly.If you want to stay informed, build real relationships, and avoid missing the conversations that shape next year's deals, make sure you're part of WSAA 2026. 

Peptides, Telemedicine, Pharmacy & Compliance: The Future of Peptide HealthcareThe peptide industry is evolving rapidly, bringing together peptides, telemedicine, pharmacies, healthcare providers, and compliance in new and innovative ways.In this episode, we take a closer look at the growing peptide healthcare industry and the role of telehealth, pharmacy operations, patient access, and regulatory compliance. We explore the opportunities and challenges businesses and healthcare professionals face as the industry continues to develop.Whether you're interested in peptide therapy, telemedicine, compounding pharmacies, healthcare compliance, digital health, or the future of peptide healthcare, this conversation provides valuable insight into an industry that's changing quickly.

 With Louis Diamond Vanguard's acquisition of Altruist could reshape RIA custody, bringing together Altruist's technology with the scale, capital, and reputation of one of the industry's best-known brands. In Summary Vanguard's acquisition of Altruist brings one of the financial industry's most established brands together with one of RIA custody's fastest-growing challengers. In this Rapid Reaction Industry Update, Louis Diamond looks beyond the reported $4B+ purchase price to consider what the combination could mean for advisors—what he sees as the good news, the potentially negative outcomes, and everything in between. Altruist gains the capital, scale, and brand recognition that could help it compete more aggressively for larger RIAs and breakaway teams. Vanguard gains a technology-forward custody platform and greater access to the independent advisor channel. The larger implication may be increased competition across RIA custody. With Schwab and Fidelity controlling much of the market, a Vanguard-backed Altruist could create new pressure around technology, pricing, service, referrals, and innovation—while raising new questions about how Vanguard balances its growing advice business with its role as custodian. The Storyline RIA custody has long been dominated by Schwab and Fidelity, particularly since Schwab's acquisition of TD Ameritrade. Altruist emerged as one of the few credible challengers, building its position around modern technology, lower costs, and an advisor-focused platform.   But technology was only part of the equation. For larger breakaway teams in particular, Altruist faced another hurdle: brand recognition. Advisors could be impressed by the platform while still wondering how clients accustomed to names like Merrill, UBS, Morgan Stanley, Schwab, or Fidelity would respond to an unfamiliar custodian.   Vanguard changes that equation.   Louis examines why the acquisition makes strategic sense for both companies, from Vanguard's push to expand access to financial advice to Altruist's opportunity to operate with the backing of a well-capitalized, long-term owner.   For advisors, however, the bigger story is what happens next. A stronger competitor in custody could affect everything from technology and pricing to referral opportunities and the choices available to breakaway advisors.   There are also important questions still unanswered. Vanguard operates its own advice businesses. Altruist's speed and fintech culture may be tested inside a much larger organization. And while Vanguard says Altruist will remain independent, the longer-term operating model remains to be seen.   The deal may not change advisors' options immediately. But it has the potential to change the competitive dynamics surrounding those options considerably.   Topics Covered Vanguard's acquisition of Altruist RIA custody competition Schwab and Fidelity Altruist's technology and Hazel AI Vanguard's financial advice strategy Custodian brand recognition for breakaway advisors Advisor referral networks Custody and technology pricing Direct advice and custodian conflicts The future of RIA platforms and Supportive Independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why is the Vanguard-Altruist acquisition significant for RIA custody? (03:53)Louis explains why custody has remained highly concentrated around Schwab and Fidelity and how combining Vanguard's scale and reputation with Altruist's technology could create a much stronger third competitor.   What problem does Vanguard potentially solve for Altruist? (05:01)Altruist has built a strong reputation among advisors for its technology, but larger breakaway teams have sometimes questioned whether clients would recognize or trust the brand. Vanguard could significantly reduce that concern.   Why does buying Altruist make sense for Vanguard? (07:00)Vanguard has more than 50 million investors and has publicly discussed the need to expand access to financial advice. Louis considers how Altruist could give Vanguard both additional capacity and a stronger connection to independent advisors.   What does Altruist gain from Vanguard beyond capital? (09:51)Louis discusses the significance of having a long-term, investor-owned parent rather than remaining dependent on successive rounds of venture capital, while gaining additional resources to develop custody, technology, and Hazel AI.   How could this acquisition change the choices available to breakaway advisors? (12:33)The combination of Altruist's technology with Vanguard's brand could make the platform more viable for larger teams that previously hesitated because of client recognition and trust concerns.   Could Vanguard become a meaningful source of client referrals to RIAs? (13:42)With millions of existing investors and more demand for advice than Vanguard can necessarily serve internally, Louis considers whether a future referral program connecting Vanguard clients with Altruist RIAs could become an important competitive advantage.   What are the potential risks of the Vanguard-Altruist combination? (16:54)The acquisition also raises questions around Vanguard's competing advice business, Altruist's long-term independence, differences in corporate culture, innovation speed, and talent retention.   What could happen next across the custody market? (20:00)Louis offers several predictions, including responses from Schwab and Fidelity, wider adoption of Hazel AI, a potential Vanguard-Altruist referral channel, and greater use of Altruist by breakaway advisors.   Key Takeaways Vanguard's acquisition of Altruist could introduce a more formidable competitor into an RIA custody market heavily concentrated around Schwab and Fidelity. Vanguard addresses one of Altruist's biggest challenges with larger breakaway teams: providing a widely recognized financial brand that advisors can more easily explain to clients. Altruist gives Vanguard a technology-forward entry point into RIA custody as Vanguard continues expanding its strategy around access to financial advice. Advisors could benefit from greater competition through pressure on custody and technology pricing, service, product development, and innovation. A future referral channel could become an important part of the combination, particularly given Vanguard's enormous investor base and Altruist's growing network of RIAs. The acquisition also introduces potential conflicts and execution risks, including Vanguard's own advice businesses, the integration of two very different corporate cultures, and questions about whether Altruist can maintain its speed and independence over time. For breakaway advisors, the custody shortlist may have changed: Altruist can now pair its technology and fintech capabilities with the capital and reputation of Vanguard. https://youtu.be/UlgCBjLXrnw Quotable Moments “Custody is really a trust business.”— Louis Diamond (05:55) “Every time a well-capitalized player shows up, especially in custody, advisors win.”— Louis Diamond (12:33) “Really, it's tech-forward independence now without a brand trade-off.”— Louis Diamond (13:42) “There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before.”— Louis Diamond (22:44) FAQs Why is Vanguard acquiring Altruist? Louis sees several strategic reasons for the acquisition. Altruist gives Vanguard an established technology and custody platform serving more than 6,000 advisors, while potentially expanding Vanguard's ability to reach investors through independent financial advisors. It may also provide another distribution channel for Vanguard investment products and future offerings. What does Vanguard's acquisition mean for Altruist? Altruist gains the backing of one of the world's largest and best-known investment firms while retaining, at least initially, its brand, leadership, and operating structure. Vanguard's capital could allow Altruist to continue investing in custody capabilities, technology, and products such as Hazel AI without relying on additional venture funding rounds. How could the acquisition affect RIA custody competition? Schwab and Fidelity currently dominate RIA custody. Louis believes a Vanguard-backed Altruist could become a stronger challenger by combining Altruist's technology and pricing model with Vanguard's scale, capital, and reputation. That could increase competitive pressure around pricing, service, technology, and innovation. Why could the deal matter to breakaway advisors? Altruist's technology has attracted advisor interest, but some larger breakaway teams have questioned whether clients would be comfortable holding substantial wealth with a less familiar custodian. Vanguard's ownership could substantially reduce that brand-recognition hurdle and make Altruist a more viable option for larger teams. Could Vanguard refer clients to advisors using Altruist? No referral program has been announced. However, Louis believes it is an important possibility to watch. Vanguard has more than 50 million investors, while Altruist provides access to thousands of independent advisors. Connecting investors seeking human advice with RIAs on the Altruist platform could create a meaningful new referral channel. Are there risks for advisors using a Vanguard-owned custodian? Potentially. Vanguard operates its own financial advice businesses, creating some of the same competitive concerns advisors have raised about other custodians with retail advice operations. Other questions include whether Altruist will remain operationally independent over time and whether its culture and pace of innovation can be maintained under Vanguard ownership. What happens next for Altruist, Schwab, and Fidelity? Louis expects the competitive response to be worth watching. He believes Schwab and Fidelity could respond through technology, AI, pricing, or other changes to their advisor offerings. He also expects Altruist to compete more aggressively for breakaway teams and sees the potential for Hazel AI to expand well beyond advisors who custody assets with Altruist. Does the Vanguard-Altruist deal change anything for advisors immediately? Not necessarily. The transaction still needs to close, and its longer-term impact will take time to emerge. But for advisors evaluating custodians, independence, or the value they receive from existing partners, the acquisition adds another factor to consider as the competitive landscape evolves. Louis sees several strategic reasons for the acquisition. Altruist gives Vanguard an established technology and custody platform serving more than 6,000 advisors, while potentially expanding Vanguard's ability to reach investors through independent financial advisors. It may also provide another distribution channel for Vanguard investment products and future offerings. Altruist gains the backing of one of the world's largest and best-known investment firms while retaining, at least initially, its brand, leadership, and operating structure. Vanguard's capital could allow Altruist to continue investing in custody capabilities, technology, and products such as Hazel AI without relying on additional venture funding rounds. Schwab and Fidelity currently dominate RIA custody. Louis believes a Vanguard-backed Altruist could become a stronger challenger by combining Altruist's technology and pricing model with Vanguard's scale, capital, and reputation. That could increase competitive pressure around pricing, service, technology, and innovation. Altruist's technology has attracted advisor interest, but some larger breakaway teams have questioned whether clients would be comfortable holding substantial wealth with a less familiar custodian. Vanguard's ownership could substantially reduce that brand-recognition hurdle and make Altruist a more viable option for larger teams. No referral program has been announced. However, Louis believes it is an important possibility to watch. Vanguard has more than 50 million investors, while Altruist provides access to thousands of independent advisors. Connecting investors seeking human advice with RIAs on the Altruist platform could create a meaningful new referral channel. Potentially. Vanguard operates its own financial advice businesses, creating some of the same competitive concerns advisors have raised about other custodians with retail advice operations. Other questions include whether Altruist will remain operationally independent over time and whether its culture and pace of innovation can be maintained under Vanguard ownership. Louis expects the competitive response to be worth watching. He believes Schwab and Fidelity could respond through technology, AI, pricing, or other changes to their advisor offerings. He also expects Altruist to compete more aggressively for breakaway teams and sees the potential for Hazel AI to expand well beyond advisors who custody assets with Altruist. Not necessarily. The transaction still needs to close, and its longer-term impact will take time to emerge. But for advisors evaluating custodians, independence, or the value they receive from existing partners, the acquisition adds another factor to consider as the competitive landscape evolves. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. Related Resources  Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story Diamond Consultants 4th Annual Advisor Transition Report View the transcript of this episode… Vanguard Acquires Altruist: What It Means for RIAs, Custody & Breakaway Advisors With Louis Diamond Louis Diamond (00:06): Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is a special rapid reaction industry update, Vanguard acquires Altruist, what it means for advisors in the industry. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond (00:28): 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. (01:21): 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 (02:05): Funny how the biggest news in the business almost never comes from the firms everyone is watching. On Wednesday, August 26th, 2026, Vanguard announced its acquiring Altruist. If you asked me a year ago to name the company most likely to buy an RIA custodian, Vanguard would not have been near the top of my list. Vanguard was in the RIA custody business once. They left in 2003 and handed roughly $120 billion of advisor assets to TD Ameritrade on the way out. 23 years later, they’re buying their way back in, reported $4 billion or more. So let’s talk about what happened, why it matters, and where I think it goes from here. (02:48): What happened? On August 26th, 2026, a definitive agreement was announced out of Valley Forge, Pennsylvania. A deal is closing later this year where Vanguard is acquiring Altruist, the relative upstart RIA custodian. The price, an undisclosed number, but a reported $4 billion, some outlets reporting $4.6 billion or more. Either way, more than double their last private market valuation at the end of April 2025. Another element is Altruist is staying as a standalone. They’ll keep their brand, CEO, management team, and operate the same model just as a wholly owned subsidiary of Vanguard. Altruist in one breath, for those unaware, was a custodian and fintech company founded in 2018 by Jason Wenk. They became a self-clearing custodian, third largest as far as number of advisors served, north of 6,000 advisors, and had a reputation for serving smaller or upstart advisors, but recently started getting into more of the larger market breakaway space. (03:53): One estimate I’ve seen peg’s Altruist market share of RIA custody at around 6%, but you compare that to about three quarters of the market for Schwab and Fidelity combined. So a relatively small player, but a rapidly emerging player and threat in US RIA custody. This is not the first time Vanguard has been involved with Altruist. They reportedly were an early investor in Altruist back in 2020 and former Vanguard CEO, Bill McNabb, has been on the board of Altruist, so a lot of history between the firms. Let’s get into now why I think this is interesting for the industry as a whole. In my view, custody has never really been all that competitive, especially since TD Ameritrade sold to Schwab. You really had an oligopoly between Schwab and Fidelity. Sure, there’s a number of compelling, say more boutique custodians, whether Pershing Advisor Solutions, Goldman Sachs, which was another newer entrant to custody, LPL, Raymond James, First Clearing, and a number of others are also in the space, but it is a market that is dramatically dominated by the two largest players. (05:01): So I think this matters because you add an amazing venerable brand and reputation of Vanguard with this scrappy upstart custodian, and all of a sudden you can see a world where custody is one of the more competitive spaces in the industry. Altruist, in my view too, was one of the first credible challengers to the incumbent custodians in 20-ish years. Goldman has since picked up some decent market share and certainly they’re attractive for the segment of advisors. But Altruist with their tech-forward approach, low fees, and even just the way they went to market as an antagonist to Schwab and Fidelity, they’re a big deal and I think this just magnifies what they’re able to do. The gap though for Altruist was brand and reputation. Sure, they had amazing tech. No one ever has doubted that. Hazel AI, which they recently launched has been very well received. (05:55): Advisors I’ve worked with who have demoed the platform are incredibly impressed. The big Achilles heel though for Altruist has been my clients don’t know who Altruist is. Why would my clients put their millions of dollars of wealth with a self-clearing custodian that doesn’t have the same scale or reputation as the incumbent custodians? Well, that really goes away here. And at the end of the day, custody is really a trust business, but you’d have to think that a client would trust their assets held with Vanguard or with Altruist through Vanguard in a very similar way that they would trust assets held by Bank of New York Mellon or Charles Schwab or Fidelity Investments or Goldman Sachs. So to me, Vanguard acquiring Altruist solves that problem in one sentence, very simple. Why I think this makes sense for Vanguard? Salim Ramji, the CEO of Vanguard, has been saying since he arrived from BlackRock two years ago that only one in five Americans work with a fee-based financial advisor and that quality advice shouldn’t be a luxury good and this shortage is only going to get worse as advisors retire. (07:00): This is really him putting his money where his mouth is and really trying to make financial advice, human directed financial advice more accessible to everyday Americans and the upper echelons of wealth in this country. Vanguard as a company has over 50 million reported investors and over 12 trillion in assets. A lot of these people want Vanguard advice, but Vanguard hasn’t had the manpower or the capacity to deliver it itself. Buying Altruist over time can certainly solve that capacity gap and make it so that a human-based financial advisor or any of Vanguard’s internal platforms now have a greater ability to provide advice to Americans looking for financial advisors in the United States. I think this also means more distribution capability for Vanguard funds. Not that Vanguard has ever had a problem with distribution. They have a relatively small wholesaling force compared to other firms, but given their cost and reputation and performance, they’re really on pretty much every platform. (08:04): Most advisors have some clients that are invested into Vanguard mutual funds or ETFs, but this I think just gives them a greater ability to distribute Vanguard products, probably in a similar way to Goldman’s approach. When Goldman entered US RIA custody, in large part, they were doing it for distribution of different things. For Goldman, it was private markets and lending and other types of products. Vanguard is more ETFs and mutual funds, but Vanguard has also been pushing more into the private market space, so I can definitely see a world in which they can ratchet up the distribution of their products in a fairly cost-efficient way. I think to me, the most interesting thing about this marriage is the mission overlap is quite real. When Vanguard started, and to this day, their goal was to provide quality investment products at a fraction of the cost of the incumbents so that investing can be accessible to everyday Americans. (08:59): That’s exactly the verbiage that Jason Wenk and Altruist has used from the beginning, where they want to become a all-in-one hub or tech-enabled custodian so that an advisor, regardless of their size and a client regardless of their AUM, have the ability to get quality advice. I recently listened to a podcast called Acquired. We’ll link it in the show notes, but it’s a three-hour in-depth look into the building of Vanguard. And if you combine that with the podcast episode that I recorded with Jason Wenk, the CEO of Altruist, if you play them side by side, the parallels are eerily similar. So we’ll link both into the show notes, but I really think both of these firms were cut from the same cloth and really from the beginning, both have gone against the grain and tried to rattle incumbent players in the industry. So at least on paper, seems like a very good match. (09:51): Why does this deal make sense for Altruist? For one, for Jason Wenk and his leadership team, this has to be the outcome you drew up, maybe even better. Founding a new custodian in 2018, selling it in 2026, eight years later for over $4 billion, that’s a pretty incredible return on time for this team. They deserve it all and built something special and really entered into a space where no one wanted to venture just given the market share of the major incumbents, but good for them and has to feel good to pull off this type of sale. I think the big thing too is the buyer is the story. Vanguard as a company, it’s investor owned. They’re not private equity owned. They’re not VC backed like Altruist was. So Altruist can get off of the fundraising treadmill. They don’t have to worry about fund life or a five-year hold period or an eventual sale to a strategic. (10:42): Now they can really just focus on the business at hand, having one of the most well-capitalized companies in the world as their capital backer and owner. And every advisor on a PE-backed platform knows the question hanging over every relationship, who owns this next? That’s a question they won’t have to answer anymore at all, and they can really just focus now going forward. I think this also gives Altruist a fortress balance sheet and a ton of capital to keep pushing and developing their Hazel AI platform, which was launched in September 2025. Hazel’s an AI tax planning tool, kind of AI superpower that really has taken the industry by storm and has started to be sold as a standalone product to RIAs. And from what I’ve seen, they’ve sold it to over 1600 new RIAs just in the first month alone for $60 a seat per month, and that’s available to folks if they custody at Altruist or not. (11:36): So this, I think, just gives them an ability to distribute their fintech solutions and certainly develop their custody platform in a way that maybe was challenging or not as possible before. They can also take a longer term view instead of having to worry about they raised a series F, whatever comes after F and an eventual sale, investors wanting to get a return on capital, they can now focus on building over the long term, which has been Vanguard’s strategy all along. I think too, this will give Altruist the ability to invest in new capabilities that they didn’t have before, whether it’s lending or whether it’s more on the product side. It takes a lot to be a custodian. It seems like a relatively straightforward business just holding assets, but there’s a lot of products, solutions, really requirements that everyday investors and RIA clients have, and I think this will just ratchet up Altruist’s ability to close some of the capability gaps that they’ve had since they launched and they’re very transparent about those. (12:33): What I’m most excited about this, just coming from my vantage point in the industry, is why should an advisor care? To me, there’s five things that advisors should really take notice of with this acquisition. First one’s competition. Every time a well-capitalized player shows up, especially in custody, advisors win. Schwab and Fidelity have fought Vanguard in the asset management space for decades, and more recently in financial advice. Now you’re adding custody against a firm that doesn’t need to be profitable the next quarter, and all of a sudden we very much have an arms race and some competition is good for pricing, for service, for innovation, and I think this is going to be only positives for clients across the country, having another competitive option and keeping the incumbents really on their toes. Another reason, the breakaway shortlist has changed. Objection I always heard about Altruist was, “The tech is great, the AI seems cool, but how do I explain the name Altruist to a 68-year-old client who’s leaving Merrill or UBS or Morgan Stanley?” (13:42): While someone may still get some objections because Vanguard may not have the same brand cache as Goldman Sachs or UBS Private Wealth or Merrill Private Wealth, that objection got a lot weaker today. Really, it’s tech-forward independence now without a brand trade-off. It’s a genuinely different offer in the market than it was before. Third, I think this is one that hasn’t been talked about much, but should be watched closely, potential for referrals. Schwab confirmed last week that it was taking the SAN or the Schwab Advisor Network client referral minimum from two million to five million. For anyone not aware, referrals from the retail branches of Schwab and Fidelity are one of the major organic growth funnels for many of the top RIAs in this country and have driven valuations to billions and billions of dollars for firms that are in this program. (14:36): I really do see this as being a potential new massive referral opportunity of Vanguard existing clients and customers to Altruist custody to RIAs at a time when Schwab is trying to keep more of those referrals from themselves, which is a very savvy strategy, but at the same time, probably creates a bit of an opening for Altruist and Vanguard to become a really good referral hub for clients, which is a major draw for signing up new RIAs as clients, for breakaway advisors, et cetera. (15:07): So more details need to come there. We don’t even know if they’re starting a referral channel, but I have to imagine that’s high in the punch list and will be a very compelling offering in the marketplace. Yeah, think about it. Vanguard is 50 million investors and a CEO who said multiple times that they don’t have enough advisors or humans to deliver this advice. So perfect. You now have a massive array of RIAs and more and more coming to the table who offer that advice and being able to still serve them, still keep the assets in-house, but do it in a way where Vanguard doesn’t have to scale up their advisor force. They now have advisors to refer to. Fourth is pricing. I think the Vanguard effect is going to be real here. When Vanguard started, and even to this day, they’ve been the one who’ve pushed down the expense ratio on mutual funds and ETFs. (15:56): It’s been a massive benefit to investors across this country. It’s been Altruist’s playbook all along too, more focused on the advisor, so offering amazing tech and a custody platform for virtually no cost to an advisor. So I would say whatever you’re paying for technology, for custody, and really anything else that Altruist and Vanguard might touch, I would expect it to go down potentially and just have more pressures on the incumbent firms to really sharpen their pencil or to get more creative on pricing and innovation. I think that the fifth thing to keep in mind is Schwab has long used its scale and positioning in the market to best competitors, whether it was going to $0 on tickets for equities and ETFs, et cetera, a number of years ago or a number of other strategies they’ve taken. Now you have a firm that has similar scale as Schwab, a reputation for playing the long game and being comfortable making less money in the process. (16:54): So again, massive benefit to the advisors to have another major player driving down costs and increasing innovation in the space. But this is not all positives. As with anything, there’s the good and the bad, and also some open questions. The biggest, I think, downside or potential thing to watch here, and certainly if you are a BDO at a custodian, this is the line you’re using, “Vanguard has its own advice business, personal advisor, digital advisor, and a CEO who stated that his goal is that an advisor is in every investor’s pocket.” So now you have the custodian that’s holding your client’s assets also running one of the largest advice operations in the country. We’ve heard this concern in the past about Schwab or Fidelity where you have RA custody and then these firms have massive retail distribution networks. So certainly Vanguard, I think, will be in the same lane. (17:46): And if you look at a Pershing or an LPL or Raymond James, it’s a little bit different because they don’t have their own channels in the same way that Schwab or Fidelity do. So certainly if you’re BNY Mellon in particular, which is a straight B2B custodian, this is a clear point of differentiation for Vanguard, Altruist and certainly versus the other custodians. Next one is Vanguard has said that Altruist will remain a standalone business. The brand will stay intact, the management team, et cetera. But in fairness, every acquirer says versions of the same thing. The real test is let’s wait two years, three years and see how converging roles or similar roles across the firm start to converge into one, and over time will they more Altruist brand and human capital into one structure. (18:36): Right now we don’t know, but I’m always a bit skeptical with acquisitions that you have the honeymoon period, takes time for the deals to close, and then what happens a couple of years down the line? Either as there’s new executives in charge, there’s turnover, or just there’s certain synergies that can be had, and the best way to do it is by combining operations and the like. (18:56): The next risk, I think it might sound a little bit mundane, but it’s culture and speed. Vanguard based in Valley Forge, Pennsylvania, Altruist in LA, very different cultures. Altruist as a fintech company has been superfast to market, building, breaking things, innovating. And Vanguard, I think they’ve been extremely innovative on pricing, on product development, but I’ve never heard amazing reviews about Vanguard’s technology. So does this convergence of cultures create an issue? Does it create more bureaucracy for Altruist trying to build stuff? Is there a cultural mismatch when it comes to speed of market and innovation? And I think the last thing to keep in mind or to watch is the talent drainage at Altruist post-closing. Yes, I was a FinTech company and custodian offering equity, lots of upside for people that have taken this journey with them. Vanguard notoriously is the opposite. They don’t offer equity to anyone and they offer their employees high base salaries and you have a culture of longevity within the firm. (20:00): So after the lockup period is done for, or the earn out period is done for any Altruist equity owners and many of their employees, does that cause some talent drainage where folks want to go onto the next big thing, think what will happen to all the amazing SpaceX employees a year from now when their IPO lockups are done? Does that lead them to another opportunity? All these are questions I don’t know, but trying to play devil’s advocate. I think the biggest potential negative is just the Vanguard advice business as a competitor, a conflict to RIA custody. Let me give you a couple of predictions before we wrap here. I think Schwab and Fidelity will respond fast, whether it’s on the AI front or because the pressure is really on. I don’t know, maybe the $5 million referral minimum that Schwab just announced, maybe that sunsets after a period of time. I have no idea. (20:53): I’m also excited to see, we’ll call it the tech face off between Altruist and Robinhood. Robinhood acquired TradePMR, which is on the Wells Fargo First Clearing platform and is in the process of launching an RIA custodian themselves. So now you have, I think, two pretty incredible tech-forward custodians really trying to gain market share, so that will be fun to watch. Could there be a threat in the RIA platform space? So RIA platforms meaning RIAs, we call them supportive versions of independence, where advisors can plug into, they get technology, compliance, operations, et cetera, and still own their business. Given the end-to-end tech stack that Altruist boasts, and they’ve also been in development of their own corporate RIA, does that become that much more of a competitive feature that could possibly become a solution in and of itself that takes a dent out of these RIA platforms playbook? (21:45): I don’t know, but I think it’s possible. Altruist Hazel AI, does that push even well beyond custody? There’s a ton of AI and fintechs popping up around the industry. Hazel has certainly taken a lot of headlines and attention. With Vanguard behind it now, does that push the price lower? Does it help their distribution? Maybe you picture this, if you have a Vanguard-owned product sitting in the daily workflow of a competitor’s advisors, so let’s say you’re a Morgan Stanley, you’re a Schwab advisor, et cetera, do you now have a Vanguard-owned product in Hazel as part of your workflow or your fintech stack? Could be interesting. I will call a referral channel for Vanguard or Altruist, we’ll say within the next year or two. I think it would be crazy if that didn’t happen and that will be a massive disruptor. And finally, my prediction is more breakaways landing in Altruist. They’ve started to crack that door, but now with the powerful brand and reputation behind them, the sky’s probably the limit. (22:44): So in closing, a guy, Jason Wenk, started a company in 2018 in Los Angeles because he thought independent advisors deserve better software at a lower price. Eight years later, one of the most respected financial institutions in the world paid $4 billion for it, and the reason is he was right in that bet. There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before. It’s a consistent theme across the industry. So nothing changes tomorrow, deals take time, deals have a way of falling apart, but if you’re evaluating custodians, thinking about independence for the first time, wondering whether your current partner is going to keep earning your business, today is a good day to reopen that question. And if you’re an advisor, I think cheer this on and be excited. (23:42): And as a industry participant, I am very excited to see how this deal takes hold and how this pushes the rest of the industry to innovate and continue to be better. So that’s it for today. Thank you for hearing my ramblings, and I’ll see you next time. Mindy Diamond (24:02): As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay Or Should I Go? Is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.   Vanguard Acquires Altruist: What It Means for RIAs, Custody & Breakaway Advisors With Louis Diamond Louis Diamond (00:06): Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is a special rapid reaction industry update, Vanguard acquires Altruist, what it means for advisors in the industry. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond (00:28): 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. (01:21): 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 (02:05): Funny how the biggest news in the business almost never comes from the firms everyone is watching. On Wednesday, August 26th, 2026, Vanguard announced its acquiring Altruist. If you asked me a year ago to name the company most likely to buy an RIA custodian, Vanguard would not have been near the top of my list. Vanguard was in the RIA custody business once. They left in 2003 and handed roughly $120 billion of advisor assets to TD Ameritrade on the way out. 23 years later, they’re buying their way back in, reported $4 billion or more. So let’s talk about what happened, why it matters, and where I think it goes from here. (02:48): What happened? On August 26th, 2026, a definitive agreement was announced out of Valley Forge, Pennsylvania. A deal is closing later this year where Vanguard is acquiring Altruist, the relative upstart RIA custodian. The price, an undisclosed number, but a reported $4 billion, some outlets reporting $4.6 billion or more. Either way, more than double their last private market valuation at the end of April 2025. Another element is Altruist is staying as a standalone. They’ll keep their brand, CEO, management team, and operate the same model just as a wholly owned subsidiary of Vanguard. Altruist in one breath, for those unaware, was a custodian and fintech company founded in 2018 by Jason Wenk. They became a self-clearing custodian, third largest as far as number of advisors served, north of 6,000 advisors, and had a reputation for serving smaller or upstart advisors, but recently started getting into more of the larger market breakaway space. (03:53): One estimate I’ve seen peg’s Altruist market share of RIA custody at around 6%, but you compare that to about three quarters of the market for Schwab and Fidelity combined. So a relatively small player, but a rapidly emerging player and threat in US RIA custody. This is not the first time Vanguard has been involved with Altruist. They reportedly were an early investor in Altruist back in 2020 and former Vanguard CEO, Bill McNabb, has been on the board of Altruist, so a lot of history between the firms. Let’s get into now why I think this is interesting for the industry as a whole. In my view, custody has never really been all that competitive, especially since TD Ameritrade sold to Schwab. You really had an oligopoly between Schwab and Fidelity. Sure, there’s a number of compelling, say more boutique custodians, whether Pershing Advisor Solutions, Goldman Sachs, which was another newer entrant to custody, LPL, Raymond James, First Clearing, and a number of others are also in the space, but it is a market that is dramatically dominated by the two largest players. (05:01): So I think this matters because you add an amazing venerable brand and reputation of Vanguard with this scrappy upstart custodian, and all of a sudden you can see a world where custody is one of the more competitive spaces in the industry. Altruist, in my view too, was one of the first credible challengers to the incumbent custodians in 20-ish years. Goldman has since picked up some decent market share and certainly they’re attractive for the segment of advisors. But Altruist with their tech-forward approach, low fees, and even just the way they went to market as an antagonist to Schwab and Fidelity, they’re a big deal and I think this just magnifies what they’re able to do. The gap though for Altruist was brand and reputation. Sure, they had amazing tech. No one ever has doubted that. Hazel AI, which they recently launched has been very well received. (05:55): Advisors I’ve worked with who have demoed the platform are incredibly impressed. The big Achilles heel though for Altruist has been my clients don’t know who Altruist is. Why would my clients put their millions of dollars of wealth with a self-clearing custodian that doesn’t have the same scale or reputation as the incumbent custodians? Well, that really goes away here. And at the end of the day, custody is really a trust business, but you’d have to think that a client would trust their assets held with Vanguard or with Altruist through Vanguard in a very similar way that they would trust assets held by Bank of New York Mellon or Charles Schwab or Fidelity Investments or Goldman Sachs. So to me, Vanguard acquiring Altruist solves that problem in one sentence, very simple. Why I think this makes sense for Vanguard? Salim Ramji, the CEO of Vanguard, has been saying since he arrived from BlackRock two years ago that only one in five Americans work with a fee-based financial advisor and that quality advice shouldn’t be a luxury good and this shortage is only going to get worse as advisors retire. (07:00): This is really him putting his money where his mouth is and really trying to make financial advice, human directed financial advice more accessible to everyday Americans and the upper echelons of wealth in this country. Vanguard as a company has over 50 million reported investors and over 12 trillion in assets. A lot of these people want Vanguard advice, but Vanguard hasn’t had the manpower or the capacity to deliver it itself. Buying Altruist over time can certainly solve that capacity gap and make it so that a human-based financial advisor or any of Vanguard’s internal platforms now have a greater ability to provide advice to Americans looking for financial advisors in the United States. I think this also means more distribution capability for Vanguard funds. Not that Vanguard has ever had a problem with distribution. They have a relatively small wholesaling force compared to other firms, but given their cost and reputation and performance, they’re really on pretty much every platform. (08:04): Most advisors have some clients that are invested into Vanguard mutual funds or ETFs, but this I think just gives them a greater ability to distribute Vanguard products, probably in a similar way to Goldman’s approach. When Goldman entered US RIA custody, in large part, they were doing it for distribution of different things. For Goldman, it was private markets and lending and other types of products. Vanguard is more ETFs and mutual funds, but Vanguard has also been pushing more into the private market space, so I can definitely see a world in which they can ratchet up the distribution of their products in a fairly cost-efficient way. I think to me, the most interesting thing about this marriage is the mission overlap is quite real. When Vanguard started, and to this day, their goal was to provide quality investment products at a fraction of the cost of the incumbents so that investing can be accessible to everyday Americans. (08:59): That’s exactly the verbiage that Jason Wenk and Altruist has used from the beginning, where they want to become a all-in-one hub or tech-enabled custodian so that an advisor, regardless of their size and a client regardless of their AUM, have the ability to get quality advice. I recently listened to a podcast called Acquired. We’ll link it in the show notes, but it’s a three-hour in-depth look into the building of Vanguard. And if you combine that with the podcast episode that I recorded with Jason Wenk, the CEO of Altruist, if you play them side by side, the parallels are eerily similar. So we’ll link both into the show notes, but I really think both of these firms were cut from the same cloth and really from the beginning, both have gone against the grain and tried to rattle incumbent players in the industry. So at least on paper, seems like a very good match. (09:51): Why does this deal make sense for Altruist? For one, for Jason Wenk and his leadership team, this has to be the outcome you drew up, maybe even better. Founding a new custodian in 2018, selling it in 2026, eight years later for over $4 billion, that’s a pretty incredible return on time for this team. They deserve it all and built something special and really entered into a space where no one wanted to venture just given the market share of the major incumbents, but good for them and has to feel good to pull off this type of sale. I think the big thing too is the buyer is the story. Vanguard as a company, it’s investor owned. They’re not private equity owned. They’re not VC backed like Altruist was. So Altruist can get off of the fundraising treadmill. They don’t have to worry about fund life or a five-year hold period or an eventual sale to a strategic. (10:42): Now they can really just focus on the business at hand, having one of the most well-capitalized companies in the world as their capital backer and owner. And every advisor on a PE-backed platform knows the question hanging over every relationship, who owns this next? That’s a question they won’t have to answer anymore at all, and they can really just focus now going forward. I think this also gives Altruist a fortress balance sheet and a ton of capital to keep pushing and developing their Hazel AI platform, which was launched in September 2025. Hazel’s an AI tax planning tool, kind of AI superpower that really has taken the industry by storm and has started to be sold as a standalone product to RIAs. And from what I’ve seen, they’ve sold it to over 1600 new RIAs just in the first month alone for $60 a seat per month, and that’s available to folks if they custody at Altruist or not. (11:36): So this, I think, just gives them an ability to distribute their fintech solutions and certainly develop their custody platform in a way that maybe was challenging or not as possible before. They can also take a longer term view instead of having to worry about they raised a series F, whatever comes after F and an eventual sale, investors wanting to get a return on capital, they can now focus on building over the long term, which has been Vanguard’s strategy all along. I think too, this will give Altruist the ability to invest in new capabilities that they didn’t have before, whether it’s lending or whether it’s more on the product side. It takes a lot to be a custodian. It seems like a relatively straightforward business just holding assets, but there’s a lot of products, solutions, really requirements that everyday investors and RIA clients have, and I think this will just ratchet up Altruist’s ability to close some of the capability gaps that they’ve had since they launched and they’re very transparent about those. (12:33): What I’m most excited about this, just coming from my vantage point in the industry, is why should an advisor care? To me, there’s five things that advisors should really take notice of with this acquisition. First one’s competition. Every time a well-capitalized player shows up, especially in custody, advisors win. Schwab and Fidelity have fought Vanguard in the asset management space for decades, and more recently in financial advice. Now you’re adding custody against a firm that doesn’t need to be profitable the next quarter, and all of a sudden we very much have an arms race and some competition is good for pricing, for service, for innovation, and I think this is going to be only positives for clients across the country, having another competitive option and keeping the incumbents really on their toes. Another reason, the breakaway shortlist has changed. Objection I always heard about Altruist was, “The tech is great, the AI seems cool, but how do I explain the name Altruist to a 68-year-old client who’s leaving Merrill or UBS or Morgan Stanley?” (13:42): While someone may still get some objections because Vanguard may not have the same brand cache as Goldman Sachs or UBS Private Wealth or Merrill Private Wealth, that objection got a lot weaker today. Really, it’s tech-forward independence now without a brand trade-off. It’s a genuinely different offer in the market than it was before. Third, I think this is one that hasn’t been talked about much, but should be watched closely, potential for referrals. Schwab confirmed last week that it was taking the SAN or the Schwab Advisor Network client referral minimum from two million to five million. For anyone not aware, referrals from the retail branches of Schwab and Fidelity are one of the major organic growth funnels for many of the top RIAs in this country and have driven valuations to billions and billions of dollars for firms that are in this program. (14:36): I really do see this as being a potential new massive referral opportunity of Vanguard existing clients and customers to Altruist custody to RIAs at a time when Schwab is trying to keep more of those referrals from themselves, which is a very savvy strategy, but at the same time, probably creates a bit of an opening for Altruist and Vanguard to become a really good referral hub for clients, which is a major draw for signing up new RIAs as clients, for breakaway advisors, et cetera. (15:07): So more details need to come there. We don’t even know if they’re starting a referral channel, but I have to imagine that’s high in the punch list and will be a very compelling offering in the marketplace. Yeah, think about it. Vanguard is 50 million investors and a CEO who said multiple times that they don’t have enough advisors or humans to deliver this advice. So perfect. You now have a massive array of RIAs and more and more coming to the table who offer that advice and being able to still serve them, still keep the assets in-house, but do it in a way where Vanguard doesn’t have to scale up their advisor force. They now have advisors to refer to. Fourth is pricing. I think the Vanguard effect is going to be real here. When Vanguard started, and even to this day, they’ve been the one who’ve pushed down the expense ratio on mutual funds and ETFs. (15:56): It’s been a massive benefit to investors across this country. It’s been Altruist’s playbook all along too, more focused on the advisor, so offering amazing tech and a custody platform for virtually no cost to an advisor. So I would say whatever you’re paying for technology, for custody, and really anything else that Altruist and Vanguard might touch, I would expect it to go down potentially and just have more pressures on the incumbent firms to really sharpen their pencil or to get more creative on pricing and innovation. I think that the fifth thing to keep in mind is Schwab has long used its scale and positioning in the market to best competitors, whether it was going to $0 on tickets for equities and ETFs, et cetera, a number of years ago or a number of other strategies they’ve taken. Now you have a firm that has similar scale as Schwab, a reputation for playing the long game and being comfortable making less money in the process. (16:54): So again, massive benefit to the advisors to have another major player driving down costs and increasing innovation in the space. But this is not all positives. As with anything, there’s the good and the bad, and also some open questions. The biggest, I think, downside or potential thing to watch here, and certainly if you are a BDO at a custodian, this is the line you’re using, “Vanguard has its own advice business, personal advisor, digital advisor, and a CEO who stated that his goal is that an advisor is in every investor’s pocket.” So now you have the custodian that’s holding your client’s assets also running one of the largest advice operations in the country. We’ve heard this concern in the past about Schwab or Fidelity where you have RA custody and then these firms have massive retail distribution networks. So certainly Vanguard, I think, will be in the same lane. (17:46): And if you look at a Pershing or an LPL or Raymond James, it’s a little bit different because they don’t have their own channels in the same way that Schwab or Fidelity do. So certainly if you’re BNY Mellon in particular, which is a straight B2B custodian, this is a clear point of differentiation for Vanguard, Altruist and certainly versus the other custodians. Next one is Vanguard has said that Altruist will remain a standalone business. The brand will stay intact, the management team, et cetera. But in fairness, every acquirer says versions of the same thing. The real test is let’s wait two years, three years and see how converging roles or similar roles across the firm start to converge into one, and over time will they more Altruist brand and human capital into one structure. (18:36): Right now we don’t know, but I’m always a bit skeptical with acquisitions that you have the honeymoon period, takes time for the deals to close, and then what happens a couple of years down the line? Either as there’s new executives in charge, there’s turnover, or just there’s certain synergies that can be had, and the best way to do it is by combining operations and the like. (18:56): The next risk, I think it might sound a little bit mundane, but it’s culture and speed. Vanguard based in Valley Forge, Pennsylvania, Altruist in LA, very different cultures. Altruist as a fintech company has been superfast to market, building, breaking things, innovating. And Vanguard, I think they’ve been extremely innovative on pricing, on product development, but I’ve never heard amazing reviews about Vanguard’s technology. So does this convergence of cultures create an issue? Does it create more bureaucracy for Altruist trying to build stuff? Is there a cultural mismatch when it comes to speed of market and innovation? And I think the last thing to keep in mind or to watch is the talent drainage at Altruist post-closing. Yes, I was a FinTech company and custodian offering equity, lots of upside for people that have taken this journey with them. Vanguard notoriously is the opposite. They don’t offer equity to anyone and they offer their employees high base salaries and you have a culture of longevity within the firm. (20:00): So after the lockup period is done for, or the earn out period is done for any Altruist equity owners and many of their employees, does that cause some talent drainage where folks want to go onto the next big thing, think what will happen to all the amazing SpaceX employees a year from now when their IPO lockups are done? Does that lead them to another opportunity? All these are questions I don’t know, but trying to play devil’s advocate. I think the biggest potential negative is just the Vanguard advice business as a competitor, a conflict to RIA custody. Let me give you a couple of predictions before we wrap here. I think Schwab and Fidelity will respond fast, whether it’s on the AI front or because the pressure is really on. I don’t know, maybe the $5 million referral minimum that Schwab just announced, maybe that sunsets after a period of time. I have no idea. (20:53): I’m also excited to see, we’ll call it the tech face off between Altruist and Robinhood. Robinhood acquired TradePMR, which is on the Wells Fargo First Clearing platform and is in the process of launching an RIA custodian themselves. So now you have, I think, two pretty incredible tech-forward custodians really trying to gain market share, so that will be fun to watch. Could there be a threat in the RIA platform space? So RIA platforms meaning RIAs, we call them supportive versions of independence, where advisors can plug into, they get technology, compliance, operations, et cetera, and still own their business. Given the end-to-end tech stack that Altruist boasts, and they’ve also been in development of their own corporate RIA, does that become that much more of a competitive feature that could possibly become a solution in and of itself that takes a dent out of these RIA platforms playbook? (21:45): I don’t know, but I think it’s possible. Altruist Hazel AI, does that push even well beyond custody? There’s a ton of AI and fintechs popping up around the industry. Hazel has certainly taken a lot of headlines and attention. With Vanguard behind it now, does that push the price lower? Does it help their distribution? Maybe you picture this, if you have a Vanguard-owned product sitting in the daily workflow of a competitor’s advisors, so let’s say you’re a Morgan Stanley, you’re a Schwab advisor, et cetera, do you now have a Vanguard-owned product in Hazel as part of your workflow or your fintech stack? Could be interesting. I will call a referral channel for Vanguard or Altruist, we’ll say within the next year or two. I think it would be crazy if that didn’t happen and that will be a massive disruptor. And finally, my prediction is more breakaways landing in Altruist. They’ve started to crack that door, but now with the powerful brand and reputation behind them, the sky’s probably the limit. (22:44): So in closing, a guy, Jason Wenk, started a company in 2018 in Los Angeles because he thought independent advisors deserve better software at a lower price. Eight years later, one of the most respected financial institutions in the world paid $4 billion for it, and the reason is he was right in that bet. There are always innovators showing up from outside the establishment, and every time one succeeds, advisors end up with more options and more leverage and more negotiating power than they had the year before. It’s a consistent theme across the industry. So nothing changes tomorrow, deals take time, deals have a way of falling apart, but if you’re evaluating custodians, thinking about independence for the first time, wondering whether your current partner is going to keep earning your business, today is a good day to reopen that question. And if you’re an advisor, I think cheer this on and be excited. (23:42): And as a industry participant, I am very excited to see how this deal takes hold and how this pushes the rest of the industry to innovate and continue to be better. So that’s it for today. Thank you for hearing my ramblings, and I’ll see you next time. Mindy Diamond (24:02): As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay Or Should I Go? Is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.  

Produced by Foundersuite (for startups: www.foundersuite.com) and Fundingstack (for emerging manager VCs: www.fundingstack.com), "How I Raised It" goes behind the scenes with startup founders and investors who have raised capital. This episode is with with Matt Ober of Social Leverage, a San Diego-based venture capital fund that invests in FinTech and Vertcal AI startups. Learn more at https://socialleverage.com/. In this episode, Matt shares his journey from working at a quant hedge fund to becoming a VC, trends in FinTech and Vertical AI, tips for using Claude and MCPs for raising capital, how they use content to attract the best founders, advice for emerging VC managers, tips for founders, and more. How I Raised It is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $21 Billion since 2016. If you are a startup, create a free account at www.foundersuite.com. If you are a VC, venture studio or investment banker, check out our new platform, www.fundingstack.com

Most banks seem to chase small business customers as one segment among many. Live Oak Bank was built around a bet that specializing beats generalizing — and it started about as narrow as a bank can start, lending only to veterinarians. Today, Live Oak has grown that thesis into 40 verticals, holds the top spot among all SBA 7(a) lenders by dollar volume, and has done it all without a single branch. My guest is BJ Losch, president of Live Oak Bank. Live Oak has never had a physical location, yet its people travel the country to sit across the table from customers a branch down the street never would. Now the bank is layering AI onto that model, cutting loan approval-to-close timelines from over 100 days toward a two-week target, and thinking hard about what it means to stay high-touch while going high-tec. We talk about the theory of verticality, where automation should and shouldn't touch the credit decision, and why BJ sees AI as an accelerant of Live Oak's strategy rather than the strategy itself.

Insurance payments are one of the last places you'd expect to still see mountains of paper checks and yet that's exactly what Todd Greenbaum says is happening across large parts of the industry. We sit down with the President and CEO of Input1 to unpack a simple idea with big consequences: moving money is often the easiest part, while reconciliation, allocation, reporting, and clean data flow are what decide whether billing feels modern or painful.We talk through how premium payments really work in property and casualty insurance, including pay-in-full, installment billing, and premium financing. Todd explains why it's so hard for carriers, MGAs, and brokers to stitch together separate tools without creating friction for policyholders, and how endorsements can change premiums mid-term in ways that break “simple” payment setups. We also explore what a better customer experience looks like, from feature-rich portals to timely reminders and confirmations that make customers feel seen rather than silently debited.Then we look ahead: the ongoing digitization of insurance payments, the rise of embedded payments and micro-insurance transactions, and why real-time payments can matter for something as basic as whether coverage is active when it counts. Todd also shares a thoughtful take on AI in insurance operations using it to reduce fraud and improve workflows while being careful about pushing AI to the front lines before customers are ready.If you care about insurance billing modernization, payment reconciliation, premium finance, and the future of insurtech payments, this episode is for you.

Ran Grushkowsky, CEO of Masspay, discusses the outlook he sees for stablecoins as the Clarity Act sluggishly moves through Congress. As companies like Mastercard (MA) and Visa (V) expand their reach into the crypto space, he takes a closer look at how the fintech space is adapting to the blockchain.

Recapping last week's Fintech South conference, Glen interviews founders of the three startups selected as Innovation Challenge finalists- Hussain Punjani of Agentix, Nyah Chapman of LUXE AI and John Patton of Street Charity- then asks you to guess which the judges chose for the grand prize. Also- Rich & Regular hosts Julien and Kiersten Saunders get real about everyday finances, and Spirit Airlines' data is worth how much to AI developers?!     Links related to this episode:   Agentix: https://agentixpay.ai/    LUXE AI: https://unlock.luxe/    Street Charity: https://streetcharity.org/    Rich & Regular: https://richandregular.com/  https://www.youtube.com/@richandregular    DM the Best Innovation Group's LinkedIn page to share your pick among these startups: https://www.linkedin.com/company/best-innovation-group/   Fintech South: https://www.fintechsouth.com/ For event highlights, photos, and updates for next year, follow @Fintech South on LinkedIn   A pair of stories about Google's bid to buy Spirit Airlines' data:  https://www.phocuswire.com/news/technology/what-googles-purchase-spirit-airlines-data-signals-travel  https://www.reuters.com/legal/litigation/us-court-delays-hearing-googles-purchase-spirit-airlines-data-union-objects-2026-08-19/     Last week's interview with Fintech Sandbox's Luke Timberlake: https://www.big-fintech.com/the-new-oil-fueling-the-fintech-sandbox/      Check out the Innovation Club- a curated group of credit union tech, data and strategy leaders that meets virtually each month- and twice a year in person- to extend their R&D budgets and collaborate on tangible solutions to the latest challenges. Learn more to see if you're a fit and if so, request a guest pass to an upcoming meeting: https://www.big-fintech.com/innovation-club/    Follow us on LinkedIn:  https://www.linkedin.com/company/best-innovation-group/   https://www.linkedin.com/in/jbfintech/  https://www.linkedin.com/n/glensarvady/  

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

Q2 Innovation Studio just marked its fifth anniversary, with more than 90% of Q2 Digital Banking Platform customers now using its SDK and partner ecosystem. Johnny Ola, SVP of Q2 Innovation Studio, shares the origin story, explains how Q2 vets and works with partners, highlights the use cases banks and credit unions are prioritizing today, and previews what's next as Q2 Code opens up new ways to build on the platform. Related Links [News Release] Q2 Innovation Studio Marks Five Years [Webpage] Q2 Innovation Studio [Blog] A Closer Look at Q2 Code [LinkedIn] Johnny Ola

In this week's One Vision Podcast, Theodora Lau hosts Kathryn Outlaw, Co-Founder and COO of Spheros, a B2B SaaS platform that aims to unify client data into a single source of truth, enabling accurate, consented data sharing and supporting reliable AI agents. Kathryn talks about her entrepreneurial journey, the inspiration behind the startup, and the goal of making Spheros as essential as DocuSign for onboarding.

Au programme :Focus sur une synthèse de l'actualité tech et IA de l'été, avec un épisode de rentrée au format inhabituel, centré sur les sujets les plus marquants et les retards de juillet et août.Apple et OpenAI sont au cœur d'un affrontement juridique autour d'accusations d'accès à des ressources internes et de recrutement d'anciens employés d'Apple. L'épisode revient aussi sur le plugin ChatGPT sur macOS, capable d'accéder aux messages SMS, RCS et iMessage avec l'accord de l'utilisateur.Le débat se concentre ensuite sur l'étiquetage des contenus générés par IA, dans le cadre de l'AI Act européen. Sont évoqués les chatbots, avatars, deepfakes, textes générés sans contrôle humain, ainsi que les marquages invisibles chez Google et Anthropic, et les limites pratiques de cette régulation.Un autre axe important concerne l'IA comme changement de structure industrielle : évolution des grands modèles, montée en puissance de Google et d'OpenAI, réorganisation de Demis Hassabis, et nouveaux modèles orientés vers le code, les maths et les agents. Il est aussi question d'Astra, de risques cyber, de coûts de calcul et de recherche mathématique assistée par IA.L'épisode traite également des impacts économiques et techniques : consommation d'énergie des centres de données, hausse des coûts, plafonds de dépenses IA chez Microsoft et d'autres entreprises, montée des tensions autour des data centers, et apparition d'outils comme Kitesurf de Cloudflare pour les agents.Enfin, plusieurs sujets français et grand public sont passés en revue : cyberattaques touchant des services publics et privés, interdiction des réseaux sociaux aux moins de 15 ans retoquée, progression de Linux, difficultés de Windows 11, hausses de prix des licences OEM, ainsi que les prochains produits Apple, dont un iPhone pliant, de nouveaux accessoires et des évolutions possibles pour la maison connectée.Infos :Animé par Guillaume Vendé (Tech Café, Bluesky)Co-animé par Baptiste Freydt (Niptech, Niptech Inspire)Produit par Patrick Beja (LinkedIn) et Fanny Cohen Moreau (LinkedIn).Musique libre de droit par Daniel BejaLe Rendez-vous Tech épisode 678 – Astra, marquages IA et toujours plus de Linux : le récap de l'été !---Liens :Soutien :

Latin America has a massive consumer credit market, but high interest rates and short loan maturities continue to put pressure on borrowers.In this episode, Sergio Furio, Founder and CEO of Creditas, shares how the company built an asset-backed lending model around cars and homes, giving customers access to longer-term credit at better rates.They discuss why Creditas moved away from partnering with banks, how securitization became central to the business, why complexity created a stronger moat, and how the company reduced production costs from more than 20% of loan value to below 9%.Sergio also explains how Creditas built a base of 20 million registered users, what its valuation reset changed, why the company remains focused on Brazil, and where tokenization could change lending next.

Amy Avery, Managing Director, Analytics, Modeling and Insights, took her job at Bank of America because of a number. When she interviewed at Bank of America, she was told that the bank interfaced with, at the time, 67 million clients. "Gosh, that's so much information," she remembers thinking. "Think about what you could do with that.” She started in January 2020. Two months later, the pandemic made that abstraction very literal: the bank suddenly needed to know, in real time, how its customers were doing, thinking, and coping. Avery's job was to figure out how to answer that. Michelle Boston, Head of Data Management Technology & Enterprise Architecture, arrived by a different route entirely. She built her career in enterprise technology, rose to CIO of a startup that was eventually built and sold, and came to Bank of America first as a contractor to lead an information architecture practice. “Data has always kind of been in my blood,” she said. At Bank of America, she works at a scale few other organizations have and builds the platforms that serve as the enabling force for Avery's work. Despite a very different set of starting points, the two describe a partnership that has essentially erased the line between their jobs. "We probably know each other's jobs better now than before generative AI showed up”, Avery said, because the pace of the last two years has forced her strategy team and Boston's engineering team to make decisions in near lockstep. Listen to the full episode to hear how Avery and Boston have built a shared language across the two functions, and how they're stress-testing it against a technology cycle that seems to wait for no one.

Payments is full of “after-the-fact” reporting, but we want a world where the system warns you before the damage is done. I'm joined by Ankita Chowdhry, AI Product Lead at Payabli, to break down where AI is genuinely making a difference in payments right now and where it's still mostly experimentation. We get specific about risk queues, underwriting reviews, compliance workflows, and why modern reasoning models can reduce manual work without sacrificing safety.We also dig into what embedded finance changes for vertical SaaS platforms. When you combine financial data with operational data, you can move beyond simple scoring and start adding context: what the business actually does, how customers behave, and what patterns usually lead to disputes or stalled activation. Ankita shares how that opens the door to proactive payments operations, like detecting elevated chargeback risk early and recommending actions before a merchant gets into trouble.Then we tackle the practical questions builders are asking in 2026: what AI should you build vs buy, what makes production AI harder than a demo, and why Payabli is embedding AI directly into payments infrastructure instead of treating it like a separate tool. If you're building embedded payments, embedded finance, or a vertical SaaS platform, this is a roadmap for what to automate first and how to do it responsibly. 

A tongue twister of a move – Bessent's Big Bond Blunder (say that a few times). Bitcoin moving higher – not for the reasons you think. The shine is off the penny – Investors rethinking their tech bets. This week’s guest – all over SpaceX, Tesla and the latest tech is  – Ross Gerber of Gerber Kawasaki. NEW! DOWNLOAD THIS EPISODE'S AI GENERATED SHOW NOTES (Guest Segment)   Ross Gerber is the Co-Founder, President and CEO of Gerber Kawasaki Wealth and Investment Management. Ross oversees Gerber Kawasaki’s corporate and investment management operations as well as serves individual clients. Ross has become one of the most followed investors on social and in traditional media. His investment ideas and advice have made him a regular in the business news and he is featured on CNN, CNBC, Fox Business News, Bloomberg and Reuters as well as a contributing writer for Forbes.com. He has been ranked as one of the most influential investment advisors and Fintech innovators in America. Ross and the Gerber Kawasaki team oversees well over a billion dollars of investments focused on technology, media and entertainment companies for clients and the firm. Gerber Kawasaki has grown to be a leader in Fintech by leveraging technology to work with a younger generation of clients. Ross is an expert in online marketing and social media as well as co-developed the company's app for IOS. Check this out and find out more at: http://www.interactivebrokers.com/ Follow @andrewhorowitz Looking for style diversification? More information on the TDI Managed Growth Strategy – HERE (https://thedisciplinedinvestor.com/blog/tdi-strategy/) Stocks mentioned in this episode: (NVDA), (MSFT), (AMD), (TSLA), (SPCX)

A lot is happening across fintech and private markets. Prath Reddy, CEO of Percent, joins us for a wide-ranging conversation about the future of private investing, where fintech is headed, and the latest news around Stripe. Lots of interesting perspectives in this one https://percent.com Click Subscribe to keep up to date on the world of fintech!  … Continue reading Ep 292- Percent CEO Prath Reddy

George Kailas joins the show to discuss Fintech, options, and investing strategies that are shaping the landscape of finance. He shares how AI and alternative data are changing investing and leveling the playing field between retail investors and hedge funds. He explains how his company, Prospero, uses AI-powered signals that simplify complex market information, including options sentiment, social sentiment, technical flow, short pressure, and dark pool activity. George discusses the strengths and limitations of using AI for investment research, emphasizing that AI can identify momentum and analyze large amounts of information but may struggle to recognize when a trend is ending or accurately assess risk. He also explains how investors can build a repeatable research process based on their goals, time horizon, and risk tolerance, while using multiple sources rather than relying solely on AI. We discuss...  How AI and alternative data are changing the investment landscape and giving retail investors greater access to sophisticated research. The evolution of hedge fund technology from expensive, exclusive information toward widely accessible AI tools. The strengths and limitations of using large language models for stock research and investment decisions. What investment signals are and how they can simplify complicated market data into easier-to-understand scores. How Prospero uses signals based on options sentiment, social sentiment, technical flow, short pressure, and dark pool activity. How options sentiment can help investors identify institutional positioning and potential changes in market momentum. How AI is used to improve and test signals rather than simply allowing AI to make investment decisions. Why investors should develop a repeatable research process based on their goals, time horizon, available time, and risk tolerance. The importance of using multiple sources of information instead of relying on AI or a single investment signal. How investors can track their decisions and results to determine which signals and strategies actually work for them. George's transition from working with hedge funds to becoming an entrepreneur focused on making financial markets more accessible. Prospero's business model and its long-term plans to build trust, expand into wealth management, and utilize alternative data. The potential for crowdsourced alternative data to create new insights into markets and economic conditions. How simplifying complex options data into standardized signals can make sophisticated market information easier for everyday investors to understand. Today's Panelists: Kirk Chisholm | Innovative Wealth Barbara Friedberg | Barbara Friedberg Personal Finance Follow on Facebook: https://www.facebook.com/moneytreepodcast Follow LinkedIn: https://www.linkedin.com/showcase/money-tree-investing-podcast Follow on Twitter/X: https://x.com/MTIPodcast For more information, visit the full show notes at https://moneytreepodcast.com/fintech-options-and-investing-george-kailas-844 

Legacy payments platforms do not usually fail with a dramatic outage. They fail by slowing every change request, inflating every integration, and turning “simple” upgrades like ISO 20022 into a stress test. Greg Myers sits down with Vijay Oddiraju, CEO and Co-founder of Volante Technologies, to talk about what banks are learning as real-time payments expand and modernization becomes unavoidable.We dig into how Volante started with a focus on automating financial data exchange, then found its center of gravity in payments. Vijay shares the moment that accelerated their payments journey: helping enable a record-setting real-time payments milestone in the US. From there, we unpack the biggest customer challenges today, including legacy constraints, time-to-market pressure, performance demands, and the need for resilience as regulations and rails keep changing.Vijay also lays out where he sees the growth opportunities next: ACH replacement projects, multi-rail payment platforms that can orchestrate across RTP, ACH, wires, and emerging options like stablecoin, plus cloud-native architecture that supports modular microservices and even multi-cloud disaster recovery. We close with a practical lens on AI in payments, especially for exception handling and operations, and the decision criteria that matter when choosing a payments vendor you can trust for the long haul.

What happens when you combine 20+ years of payments experience, entrepreneurship, podcasting, and the rapid rise of AI?In Episode 401 of B2B Vault – The Biz To Biz Podcast, Alan Kopelman takes us through his journey from the restaurant industry into payments—and how the industry has evolved from phone-line terminals and complicated leasing models to digital payments, AI, stablecoins, and agentic commerce.We also dive into:

Most people only see the front end of fintech. The app. The card. The payment. But underneath that experience is an enormous amount of infrastructure and some of fintech's biggest opportunities are hiding there.Rory O'Reilly, cofounder and CEO of Knot, joined me on the pod to talk about how Knot is rewiring fintech and transforming financial connectivity.We dive into:Why keeping a card “top of wallet” is harder than it sounds.The infrastructure required to connect financial institutions with thousands of merchants.Why security and compliance are foundational, not afterthoughts, in fintech.Where blockchain and stablecoins could fit into the financial stack.Rory's unconventional path from selling shoes with his family to building fintech companies with his brother.What I particularly enjoyed about this conversation is that Knot is tackling a problem most consumers don't even realize exists. The biggest innovations in fintech may not be the products we see, they may be the infrastructure quietly making everything work.

In this episode Dealsynchq.com founder Shalom Ben Or joins the show to unpack why $1.5 trillion in asset-based lending and roughly $250 billion in B2B trapped capital still moves through emails, PDFs, and meetings. He explains how CFOs are stuck reacting to cash flow problems instead of controlling them, and why traditional revenue-based financing breaks down for AI and outcome-based companies. Shalom walks through how Dealsynchq.com turns complex, non-standard revenue into a financeable asset using AI-driven judgment at the CFO level. The conversation covers market size, early adopters, and what is next for the company's growth. Key Takeaways: 8:19 — What is trapping 20 to 30 percent of B2B revenue in the sales to cash process? 14:05 — How did building a fintech company in Africa shape Shalom's view of broken financing? 22:04 – Who is adopting Dealsynchq.com first, and why? 25:04 — When does Shalom expect Dealsynchq.com to hit its next major milestone? Quote of the Show (21:00):"We want to make sure the CFO can control the cash flow at the onset, not react to problems." — Shalom Ben Or Join our Anti-PR newsletter where we’re keeping a watchful and clever eye on PR trends, PR fails, and interesting news in tech so you don't have to. You're welcome. Want PR that actually matters? Get 30 minutes of expert advice in a fast-paced, zero-nonsense session from Karla Jo Helms, a veteran Crisis PR and Anti-PR Strategist who knows how to tell your story in the best possible light and get the exposure you need to disrupt your industry. Click here to book your call: https://info.jotopr.com/free-anti-pr-eval Ways to connect with Shalom Ben Or:Company LinkedIn: https://www.linkedin.com/in/shalombenor/ Company Website: https://dealsynchq.com How to get more Disruption/Interruption: Amazon Music - https://music.amazon.com/podcasts/eccda84d-4d5b-4c52-ba54-7fd8af3cbe87/disruption-interruption Apple Podcast - https://podcasts.apple.com/us/podcast/disruption-interruption/id1581985755 Spotify - https://open.spotify.com/show/6yGSwcSp8J354awJkCmJlD YouTube: https://www.youtube.com/results?search_query=disruption+%2F+interuuptionSee omnystudio.com/listener for privacy information.

Neste episódio, vamos conversar sobre como produtos financeiros são criados dentro de uma fintech.Muito além da tela do aplicativo, existe um trabalho que envolve tecnologia, produto, negócio, risco, segurança, regulamentação e, principalmente, entender as necessidades reais dos clientes. Vamos explorar como nasce uma funcionalidade como Pix, cartão, conta digital ou crédito, quais são os desafios de desenvolver produtos financeiros e como equilibrar inovação, experiência do usuário e requisitos regulatórios.___Nos siga no Twitter e no Instagram: @luizalabs e @cabecadelabDúvidas, cabeçadas ou sugestões? Mande um e-mail para cabecadelab@luizalabs.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ___Participantes:ANA CAROLINA BARRETO | https://www.linkedin.com/in/anacarolinafonsecabarreto/RENATA BARON | https://www.linkedin.com/in/renata-baron-paiva-0aba5baa/

John Maytham speaks to Ferial Haffejee about the Reserve Bank investigation involving DA finance boss Mark Burke and the political fallout for the DA. Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Nic Carter, general partner at Castle Island Ventures, joins Karol Markowicz to discuss artificial intelligence, the future of work, Bitcoin and crypto, venture capital, Operation Choke Point 2.0 and why he believes money and businesses will increasingly flee blue states for red states. Carter explains his unconventional journey from aspiring journalist to becoming obsessed with Bitcoin, working at Fidelity and ultimately co-founding a venture capital firm focused on blockchain, crypto and financial technology. With AI rapidly transforming white-collar work, what should young people do to prepare? Carter explains why his old advice — prove yourself by writing something great — no longer works the way it once did. Instead, he argues that becoming highly skilled at using AI could provide a major career advantage, while warning that people shouldn't allow artificial intelligence to replace their own critical thinking and cognitive skills. Carter also tells the story behind Operation Choke Point 2.0, the term he coined while investigating what he describes as the Biden administration's debanking of legal crypto companies. His reporting eventually became part of the national political conversation and was embraced by Donald Trump. Finally, Carter makes a major five-year prediction: capital, businesses and productive workers will increasingly migrate from blue states to red states such as Florida and Texas. He explains why taxes, regulation and potential wealth taxes could accelerate that shift — and why once powerful economic network effects begin to break, the exodus could happen quickly. Plus, Carter shares why personal relationships will remain valuable in an AI-driven economy, how X helped build his career and professional network, and his advice for avoiding lifestyle inflation and the pressure to impress other successful people.See omnystudio.com/listener for privacy information.

Welcome to The Editors' Room, a new Tearsheet Podcast series where Editor-in-Chief Zack Miller and Managing Editor Sara Khairi take the conversations that usually happen behind the scenes about our biggest stories and put them on the record. There isn't a rehearsed interview or carefully choreographed panel answers. It's just two editors comparing notes, challenging each other's takes and trying to make sense of what is actually happening in financial services. Think of it as pulling up a chair after the meeting ends. It's the stuff we usually debate after the calls end: what a new product actually means, which industry trends have legs, and where the hype gets ahead of reality. Raw, conversational, and occasionally accompanied by a blooper. For our inaugural conversation, the topic was AI and, more specifically, what would you happily delegate to AI and what would you never hand over? From there, we got into the bigger question of how enterprise AI is taking shape. On that first question, Zack's line is creativity. AI can handle planning and logistics, and he uses it as a kind of editorial sparring partner, asking questions, challenging ideas, and pushing him to dig deeper. But the creative judgment stays human. Sara draws the line at decision-making. Take an expensive laptop: she'll happily let AI compare the options, but she wants to be the person who clicks buy. It turns out that tiny distinction – AI can help make the decision, but shouldn't necessarily make it – is becoming a much bigger question in financial services.

Payments can be your second or third biggest cost line and one of your biggest levers for growth, yet most companies still treat payment performance like an afterthought until revenue dips. Greg Myers sits down with Klas Back,, CEO and Co-founder of Pagos, to unpack why enterprises keep “leaving money on the table” through avoidable declines, misconfigured vendors, outdated card network programs, and fragmented reporting that hides what is really happening.We get practical about what payment optimization looks like when you operate globally: approval rates, authentication friction, dispute and chargeback signals, and the compounding impact of a bad first purchase experience. Klas explains why the hard part is often not strategy, it's payment data. When information lives in silos across PSPs, acquirers, orchestration, fraud tools, and 3D Secure providers, teams spend weeks normalizing spreadsheets before they can even diagnose a problem. Pagos approaches this as a payments data platform, focused on aggregation, normalization, monitoring, and surfacing opportunities teams can act on.From there, we dig into how AI changes payment operations. Klas shares how automation can shrink the manual workload, improve detection, and apply a huge knowledge base from card networks like Visa and Mastercard to real merchant data. We also explore emerging forces like agentic fraud and agentic commerce, plus why benchmarking and “time to detection” should be core KPIs for modern payments teams.If you care about enterprise payments, payment analytics, and building a smarter payments stack with fewer resources, this conversation is for you. Subscribe, share the episode with a payments leader, and leave a review so more teams can find it.

Перший епізод Flow Talks. Мій гість - Мартін Горн, мер німецького міста Фрайбург. Став мером у 33, наймолодший мер великого міста Німеччини на той момент. Цього року переобраний у першому турі ще на 8 років. У його місті народився Black Forest Labs, творці Flux, один з найдорожчих AI-стартапів Європи. І це його шостий візит в Україну за велику війну.Головне питання розмови: чи може місто стати AI-native, залишаючись людиноцентричним?У цьому епізоді:• Як мер відрізняє реальну інновацію від просто гарного демо• Чому міська адміністрація - це 70% лікарня, 20% банк і 10% стартап• Black Forest Labs і Prior Labs: як університетське місто на 230 тисяч людей виростило AI-компанії на мільярди• Автоматизація соціального житла: мінус 45 хвилин на кожен кейс• AI driving license для 4500 працівників ратуші• Країна, яка припинила доставляти паперові листи. Вперше за 400 років• Чому Німеччина з 16 цифровими системами програє Данії з однією• Fuck-up nights мерів: як говорити про помилки• Чого Фрайбург хоче навчитись у Львова• Що Україна має робити краще у співпраці з Європою: чесна відповідь• Спільний пілот: заснувати компанію за 72 години• І промова українською, яку Мартін підготував сам00:00 Вступ: чи може місто бути AI-native і human01:28 Хто такий Мартін Горн02:26 Подяка: шостий візит в Україну04:30 Як відрізнити інновацію від гарного демо05:35 Спільна історія Львова і Фрайбурга08:09 Найнудніший процес у місті, який варто автоматизувати08:51 Місто - це стартап, банк чи лікарня?10:16 Як ратуша збирає фідбек від громадян11:11 Black Forest Labs, Prior Labs і AI-екосистема Фрайбурга13:09 Маленькі кроки замість великих цілей: чат-бот, соцжитло, ями на дорогах14:47 Пілоти між містами: copy-paste як стратегія15:47 16 держав, 16 систем: чому Німеччина повільна16:38 Данія закрила листи. Назавжди17:41 Європа проти США і Китаю: чи є в нас шанс19:08 Стартап-сніданки з мером21:01 Гроші для AI-стартапів: фонд ЄС на 5 мільярдів21:58 AI Act і регуляція очима стартапів23:30 Що змінилось у наймі і навчанні: AI driving license24:54 Чи зменшить AI кількість людей в адміністрації25:49 Майбутнє освіти: покоління, яке народилось з айпадом27:46 Головна метрика міста28:33 Що ніколи не можна автоматизувати29:38 Як комунікувати зміни і провали. Fuck-up nights32:00 Чого Фрайбург вчиться у Львова34:09 Що Україна має робити краще у співпраці з Європою36:44 Пілот на 90 днів: компанія за 72 години38:40 Бліц: одна задача для AI, одне рішення для людини40:36 Промова українськоюЗворотній зв'язок та реклама: flow@kindgeek.comПідписатися на email-розсилку: http://eepurl.com/iQh5agМої соцмережі:Twitter: https://x.com/ygnatyuk_Facebook: https://www.facebook.com/gnatyuk.yuriy/Telegram: https://t.me/yuragnatyukInstagram: https://www.instagram.com/y.gnatyuk/https://easy-flow.ai- Easyflow, моя AI-агенція. Ми робимо так, щоб AI реально працював у вашій організації: від стратегії і впровадження до адопції командою. https://www.kindgeek.com - Kindgeek, моя продуктова інженерна компанія у Fintech. 11+ років, 100+ регульованих продуктів, понад €10 млрд оброблених транзакцій. Будуємо fintech продукти white-label банкінг і платіжні системи та вбудовуємо AI у фінтех-продукти так, щоб усе проходило compliance і аудит. Підтримати на Монобазі: https://base.monobank.ua/23jb5xcs3f8yyz#subscriptions

Steven Song is the founder and CEO of Diald, an AI-powered decision intelligence platform for commercial real estate. Before founding Diald, Steven worked on both the investing and development sides of real estate, and built his career across architecture and urban planning, training at Carnegie Mellon and the University of Pennsylvania. He was a founding principal at SCAAA, a global strategy, planning, and design firm, and is a partner at Axle Companies, a family office focused on real estate investment and social impact ventures. Steven is based in Los Angeles.(02:26) Why CRE Decisions Are Still Judgment-Driven (04:41) The Signal That Killed an Atlantic City Deal (07:44) Contextual Drift: The Risk Nobody Models(10:20) Diald's approach (11:59) AI Token Costs and Asking Better Questions (14:27) Tools vs. Workflows (15:52) Diald's Underwriting (17:58) Killing Bad Deals Earlier (19:18) How AI Upgrades the Analyst Role (20:44) Where General Purpose AI Fails at Underwriting (24:23) Does AI Make CRE More Efficient or More Competitive (26:02) What Underwriting Looks Like in 5 Years (27:14) Where Human Judgment Still Matters (29:06) The Local Signals Investors Miss (31:15) Collaboration Superpower: Denise Scott Brown and Reyner Banham

Petite pause dans le podcast cette semaine, j'en profite pour vous faire une grosse annonce pour un événement le 24 octobre 2026 !---Infos :Animé par Patrick Beja (Bluesky, Instagram, Twitter, TikTok)Produit par Patrick Beja (LinkedIn) et Fanny Cohen MoreauMusique par Daniel Beja.---Liens :Soutien :

Islamic finance is growing globally, but the companies pushing it forward are not always the ones talking about it the loudest.In this episode of Couchonomics with Arjun, Abdullo Kurbanov, CEO and Co-founder of Ayan Capital, shares how he helped build Alif from a $200,000 start in Tajikistan into a profitable fintech processing $1.2 billion in transactions every month, and why he is now building again from scratch in the UK.They unpack what Islamic finance actually changes for customers, why Sharia-compliant fintechs still need to compete on speed, pricing and experience, how building technology in-house became a major advantage, and why Abdullo believes the next big Islamic fintech opportunity could come from Central Asia or the UK.

Glen connects with Fintech Sandbox Executive Director Lucas Timberlake to discuss the state of fintech investing- with and without AI- and to learn about his nonprofit's mission to bring critical financial data access to early stage fintechs.  Also- friends say that PayPal and Stripe are… "talking," and JD Power's credit card rankings have a K-shaped tilt- and an asterisk for Navy Federal.    Links related to this episode:   Fintech Sandbox: www.fintechsandbox.org    Boston Fintech Week: https://bostonfintechweek.org/    America's Credit Unions and the DCUC call on the FCC to rein in Caller ID spoofing: https://www.cutoday.info/site/Fresh-Today/Credit-Unions-Press-FCC-to-Crack-Down-On-Caller-ID-Spoofing    JD Power's Credit Card Satisfaction Study (scroll down for FI rankings): https://www.jdpower.com/business/press-releases/2026-u-s-credit-card-satisfaction-study/    TechCrunch on the ongoing PayPal/Stripe/Advent conversations: https://techcrunch.com/2026/08/14/talks-to-sell-paypal-to-stripe-and-advent-are-heating-up/       Mark your calendar to join us Wednesday August 19 at 3pm ET/Noon PT for our next CU Town Hall. Our guest speaker will be Brian Ley, whose new venture VerifyDial takes a fresh approach to scam detection by deploying a 411-style national phone line free of charge to community FIs. The Town Hall is free to attend as well, but advance registration is required. Come prepared for a lively discussion!  https://www.cutownhall.com/    Check out the Innovation Club- a curated group of credit union tech, data and strategy leaders that meets virtually each month- and twice a year in person- to extend their Learn more to see if this is for you and if so, request a guest pass: https://www.big-fintech.com/innovation-club/    Follow us on LinkedIn:  https://www.linkedin.com/company/best-innovation-group/   https://www.linkedin.com/in/jbfintech/  https://www.linkedin.com/n/glensarvady/

Embedded finance is booming, but most platforms miss the point: customers do not want more financial products, they want fewer steps. We sit down with Marni Mullikin, Director of Platform Growth at Maverick Payments, to unpack how vertical SaaS companies can embed payments in a way that actually improves workflow, increases engagement, and creates durable revenue.We dig into why embedded payments is usually the smartest first move, from faster revenue collection and better cash flow to the long-term upside of deeper platform usage and better data. Marni walks through the strategy questions teams should answer before they ever pick a provider, including what success looks like, which ownership model fits, and how to align leadership, product, sales, and customer success so launch does not stall.We also get specific about what software companies should own (the customer relationship, brand, and product experience) versus what a payments partner should take on (underwriting, compliance, risk management, and regulatory complexity). That conversation matters even more when supporting higher risk merchants like CBD or hemp, smoke shops, firearms, gaming, and certain government payment flows with large ticket sizes. We close with the practical reality that go live is only step one, and adoption is where the real value shows up, driven by simple onboarding and messaging that sells outcomes, not features.If you're building embedded payments, embedded finance, or a payments-led growth strategy for vertical SaaS, subscribe, share this with a builder on your team, and leave a review so more operators can find the show.

[REPLAY VIDÉO]Avec ⁠Antoine Grimaud⁠⁠⁠ cofondateur de Payplug, on revient sur une aventure incroyable : celle d'un entrepreneur français aux US qui a dit non à Stripe, avant de bâtir une FinTech en France, rachetée par BPCE.

Patrick Larkin, Partner & Practice Leader, Cerity Partners Three years after launching his independent RIA, Patrick Larkin merged with Cerity Partners—but not because that was the original plan. He explains how ownership changed the way he viewed enterprise value, optionality, and the future of his business. In Summary Going independent is often viewed as the destination. Patrick Larkin discovered it was just the beginning. Louis sits down with Patrick, Partner and Practice Leader at Cerity Partners and former founder of Oak Hill Wealth Advisors, to discuss an unconventional journey: leaving Wells Fargo to build an independent RIA, then choosing to merge that business just three years later. Rather than following a predetermined exit strategy, Patrick shares how ownership fundamentally changed the way he thought about enterprise value. A conversation with a prospective acquirer revealed that buyers weren't interested in purchasing a book of business—they were looking for a business. That realization reshaped how he invested, hired, delegated, and ultimately positioned his firm for the future. The conversation from our Build Grow & Transact series also offers a candid look at life after a merger, from evaluating cultural fit and partnership to balancing autonomy with the resources of a larger organization. More broadly, it illustrates how ownership creates optionality—and why the most valuable decision an advisor makes may not be the one they originally envisioned. The Storyline After spending nearly 15 years building a successful practice at AG Edwards, Wachovia, and Wells Fargo, Patrick Larkin launched Oak Hill Wealth Advisors in 2022 with a simple objective: build a business on his own terms. Like many advisors, he expected independence to be the final destination for a long time. But then there was the realization that ownership changes more than economics; it changes perspective. And it became the beginning of an entirely different way of thinking. As acquisition inquiries arrived sooner than expected, Patrick realized something that fundamentally changed his strategy. Sophisticated buyers weren't evaluating his client relationships as a book of business; they were evaluating Oak Hill as an enterprise. That insight shifted his priorities from maximizing short-term profitability to building a business that could thrive beyond its founder. Just three years after launching, Patrick chose to merge with Cerity Partners—not because he was looking for an exit, but because he believed it strengthened the future for his clients, his team, and his family. Louis and Patrick explore what led to that decision, how ownership increased the value of his business almost immediately, why he compares independence to an IPO, and what advisors should consider if they hope to create options for the future—even if they don't yet know what that future looks like. Topics Covered Building enterprise value versus maximizing annual income Creating optionality through ownership Leaving Wells Fargo to launch an independent RIA Why buyers value businesses more than books of business Evaluating strategic partners and acquisition opportunities The economics of independence and business valuation Life after merging with Cerity Partners Balancing autonomy with enterprise-scale resources Leadership, succession, and building beyond the founder Long-term ownership and partnership models > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Patrick decide to leave Wells Fargo? (11:07) Patrick explains why growing frustrations around control, firm priorities, and the ability to build his business eventually outweighed the comfort of staying put. How did going independent immediately change the value of his business? (21:42) Patrick introduces one of the episode's biggest ideas: why launching Oak Hill felt like taking a company public and how ownership increased the firm's value almost overnight. Why did Patrick sell only three years after becoming independent? (20:03) An unexpected conversation with a prospective acquirer completely changed how he viewed enterprise value and accelerated his long-term thinking. What separates a business from a book of business? (21:42) Patrick discusses why recruiting advisors, delegating client relationships, and investing beyond himself made Oak Hill more attractive to strategic buyers. Why Cerity Partners? (26:48) Rather than focusing on valuation, Cerity emphasized culture, partnership, and long-term alignment—qualities Patrick says ultimately mattered most. What is life actually like after a merger? (37:57) Patrick offers an unusually candid perspective on autonomy, leadership, and why he says he hasn't second-guessed the decision once. Key Takeaways Ownership creates opportunities that often aren't visible until after independence. Enterprise value is built by creating a business that can thrive beyond its founder. The first acquisition conversation can be valuable even if no transaction occurs. Cultural alignment may ultimately matter more than valuation when selecting a long-term partner. Independence doesn't eliminate future options—it expands them. Strategic transactions can strengthen outcomes for clients, employees, and owners simultaneously. The goal isn't simply to own a business; it's to create choices for what comes next. https://youtu.be/f7FGLGjBbyo Quotable Moments “The day Oak Hill launched felt like the business had gone public.” “Potential acquirers weren't interested in buying a book. They were interested in buying a business.” “Ownership isn't simply about control. It's about creating optionality.” “The fear of leaving is almost always worse than the actual experience of leaving.” FAQs Why did Patrick Larkin merge with Cerity Partners only three years after launching his RIA? Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Why does Patrick compare independence to an IPO? Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. What changed after Patrick became independent? Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. What made Cerity Partners stand out? Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. Is this episode only relevant for advisors considering selling? No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. What is the biggest lesson Patrick hopes advisors take away? That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Related Resources From Start-Up to $31B Behemoth RIA: The Catalysts Behind the Growth of Mega-Firm Cerity Partners Ownership Matters: What Advisors Need to Know When Evaluating Firms Top Tips for Setting Your Business Up for Success Years Before a Move Patrick LarkinPartner and Practice Leader Patrick is a Partner and Practice Leader in the Lansdowne, VA office. He is a member of the Lansdowne Practice, where he works closely with families, foundations, and non-profits to help them define and achieve their financial goals with clarity and confidence. With a deep specialization in retirement income distribution planning and complex risk and wealth management strategies, Patrick is known for helping clients simplify complicated financial decisions, reduce uncertainty, and build sustainable, long-term plans. His approach emphasizes fiduciary responsibility, transparency, and personalized guidance — ensuring clients always feel informed and empowered. Prior to joining Cerity Partners, Patrick was the founding member of Oak Hill Wealth Advisors, where he built a highly respected independent advisory practice that earned the trust of families, professionals, and mission-driven organizations across the region. His leadership was instrumental in shaping a client-first culture that continues today. Patrick's work is rooted in a passion for long-term relationships — guiding clients not just through markets, but through life's milestones such as retirement, business transitions, philanthropic planning, and wealth transfer across generations. He takes pride in being both a strategic advisor and a steady partner to the people he serves. Patrick lives in Bluemont, VA, with his wife Angela, their two children, Paige and Sean, and their Golden Retrievers, Huckleberry and Genoa. Outside of the office, Patrick and his family enjoy an active lifestyle — whether it's hiking and backpacking on the Appalachian Trail, biking the Great Allegheny Passage, or sailing on the Chesapeake Bay. These experiences reflect his belief in balance, resilience, and enjoying the journey — values he also brings to his work with clients. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate proof of concept that they not only trusted you with their clients and their life’s work, but now also with their family’s wealth. So I like that, kind of the full life cycle there. So I’m curious, though, you stayed at Wells through a really turbulent time through the fake bank scandal. There’s a lot of attrition. I mean, obviously, they’re still a powerhouse to this day, but what kept you at Wells for as long as it did before you left in 2022? Patrick Larkin: You described it as a turbulent time. Pretty turbulent might be an understatement. Even before Wells, the transition to Wells, Wachovia Bank had been the first company that we transitioned to from A.G. Edwards. And we, of course, went through the financial crisis during that time period and handholding our clients and helping them get through that time period and dealing with concerns that we shouldn’t really have to be prepared with. “Is my money safe? It’s not what’s happening to the market, but is my money safe in your institution?” But once things stabilized, I found real purpose in partnering with some of the retiring advisors and opportunities that came up. It was a really wonderful climate and atmosphere in our local office. It was really a family-like atmosphere, and I still had a lot to learn. And all those advisors that I partnered with, I’ve joked I’ve never had an original idea in my entire life. I stole all my good ideas from them. And some of them were really ahead of their time, and I learned, adopted, and built my own philosophies by working closely with them. Ultimately, by the time I left Wells Fargo, I was finishing up the fifth sunset program and had only made my way halfway through the sunset before the opportunity presented itself to create my own practice. Louis Diamond: So I’m curious, when did you first seriously start thinking about leaving and what really tipped the scales for you? What was the proverbial straw that broke the camel’s back? Patrick Larkin: Yeah, it really was a number of small items and ultimately one big one. But for a long time, I’d been content, but as I tried to grow the business beyond what I could do individually, I felt like I kept running into walls. There were it felt like limitations on how I could build out my team and structure the practice the way I envisioned it. Additionally, there were some new policies that also started to bother me. One of them was the platform advisory fee, which in my eyes was less about client transparency and more about replacing a declining revenue source on the firm’s balance sheet. And after dealing with clients and helping them through the bank scandal at the firm, I was concerned that this would come back and hurt me and the relationships that I had with my clients. Incidentally, I just recently onboarded a new client that transferred to us. And for them, looking at their statement, identifying this platform advisory fee- Louis Diamond: Oh boy. Patrick Larkin: … was the last straw for them before they moved about 15 million of assets to us. Also, I thought I would be I would be a better allocator of resources than Wells Fargo. Wells Fargo retained about half of the revenue that I earned for the business. They seemed to think that the best allocation of that money was additional middle management. Whereas, I thought investment in technology, investment in additional personnel, and an investment in marketing were best places to continue to build out my vision. The final straw, and really a thing that crystallized everything for me was when I read a book in 2021 called The Infinite Game, a book written by Simon Sinek. Chapter eight, the title is Ethical Fading. And it uses the Wells Fargo bank scandal as a case study in what happens when a firm loses its moral compass. I read the chapter and thought, “There it is, I have to do something.” That was really the final push I needed. I mentioned earlier I was very fortunate to start my career with a company called A.G. Edwards, a regional brokerage firm. And while I was at A.G. Edwards, there was a research report that came out on A.G. Edwards as a company. And I’m going to paraphrase a little bit on what was said in that report, but ultimately there was a line in there, and it was a criticism, but I took it as a huge positive as being an employee there. The line said, “While management does not necessarily say it, we believe the client is put ahead of the shareholder.” And that was something I was very proud of. And I just, upon reflecting on it, felt confident those were words that I never was going to see go to print about Wells Fargo. Louis Diamond: So you left Wells in 2022 and founded Oak Hill Wealth Partners in Lansdowne, Virginia. Walk us through that decision. Why go independent rather than going to another firm? Patrick Larkin: I really thought moving to another firm, the things that I had grown frustrated with at Wells Fargo Advisors, I would also find at another wirehouse firm. I was ready, and honestly, the simple answer is I thought I could do better. And I wanted control after having what I felt like was very little control. I had grown frustrated with others making important decisions, and I wanted an opportunity to grab the reins and make decisions on my own. I believe at that time, the future of wealth management was going to be built around fiduciary advice, and I didn’t want to watch that from the sidelines anymore. I was watching what was happening in the industry. And as we were trying to hire new advisors, reaching out to college graduates who were studying CFP programs, identified that they were more inclined to want to start employment with an RIA than a wirehouse. What made the timing work really well was Wells Fargo had actually introduced a program to help advisors in the private client group spin off and establish their own RIAs. Now, whenever I tell this to another advisor, particularly ones that are wirehouses, they can’t understand it. And quite frankly, I don’t understand why they helped us do it, but we were about the 30th practice that they helped us through this process and they provided real support. They hired consultants, made vendor recommendations, even referrals to financing so I could pay off my last succession plan before I left. The only really upside for Wells Fargo was that the ask was that we continue to use First Clearing as the custodian. And one of the downsides for me was I was going to leave all of my deferred comp behind with Wells Fargo. Now, all clients had to do to join me was sign a positive consent. And on May 9th, 2020, we turned on our computers in our new office and our clients were already there. That same day, we launched and started a relationship with Charles Schwab. And it was so exciting to be able to start shopping for what I thought was the best FinTech, really feeling like I was stuck with proprietary tools that Wells Fargo advisors had offered. I felt like I was a kid in a candy store. And if there was a cool tool that I identified that would help us serve our clients better, I was all in and I was buying it. I really feel that some of the technology that Oak Hill eventually bought into and some of the tools we’re using now are going to take years and years before they eventually trickle down to where the wirehouses are, if ever. Louis Diamond: Interesting. So it was really it was for the most part an internal move from one- Patrick Larkin: It was- Louis Diamond: … channel to the other. Patrick Larkin: … it was an internal move, but there was no requirement to stay at First Clearing. As a fiduciary, they couldn’t make those demands. And again, they helped us with the financing, which is really unusual that they helped us secure a loan so I could pay off the last retiring advisor. It’s really unusual that a bank will loan money where there is no business at the time, but because of previous experience that financial institution had working with Wells, they helped us facilitate the transaction. And the program is still in place at Wells Fargo, which is absolutely amazing to me after the experience that I’ve just had myself. Louis Diamond: Yeah, it’s interesting. I mean, does it cannibalize a more profitable revenue source? Sure. But if the alternative was all the assets go to Schwab or Fidelity, to me, honestly, it’s smart. I think they played the long game by not being adversarial on it. Patrick Larkin: I think they played a long game and they took the philosophy, and I think they use it as a recruiting tool that if you love them, set them free. And that’s exactly what they did. Louis Diamond: So for the rest of the episode, I want to talk about your eventual, and not that long period of time, transaction or decision to merge Oak Hill with Cerity Partners. This is our Build, Grow, Transact subseries. And I was really struck by your story because you were three years or so into running Oak Hill, and then your merger with Cerity Partners, an amazing RIA closed. That’s a fairly short runway. Usually when I see folks go independent for the first time, it’s 10, 15, 20 years, maybe never, that they decide to merge or sell. I’m curious to understand your thinking about the transaction. Were you looking to do something? Or was it just like right place, right time and the opportunity presented itself? Patrick Larkin: I had started Oak Hill with the intent of eventually down the road, much closer to retirement, looking for a partner. The opportunity and what I learned early on helped change that idea and philosophy, and I adapted and made modifications to take advantage of it. Louis Diamond: Interesting. So you weren’t necessarily planning on selling or merging the business, it just kind of circumstances happened the way they did? Patrick Larkin: Yeah. When we started Oak Hill Wealth Advisors, it was a really pretty short period of time before we started getting calls from larger national RIAs about potential acquisition, much sooner than I expected. Early on, I just brushed them off, but about a year in, I took one of those calls and it really just opened my eyes up. I realized for the first time this small firm, this little practice actually had some real value, way more than I’d given it credit for. That first call, that first exploration didn’t go anywhere. It wasn’t a good fit. But what it gave me was a much clearer picture of what the serious acquirers were actually looking for. And that changed decisions I made at Oak Hill going forward. I really at that point stopped trying to optimize for near-term profit and really thought of my business as a business and started building towards enterprise value, sometimes at the cost of short-term income. And that turned out to be exactly the right call. Louis Diamond: That’s such an interesting perspective. Let’s double-click into that concept. So it sounds almost counterintuitive that if you kind of had this light bulb moment that like, “Okay, maybe I want to transact my business sooner than I initially thought.” I think most people would say, “Let’s become lean and mean. Let’s become as profitable as possible so my EBITDA’s higher.” But you took the different approach. What were the decisions you did to invest more in enterprise value rather than current cash flow? Patrick Larkin: A true business is one that doesn’t need me to be here every day to operate. And when we left Wells Fargo Advisors, it was myself and one other advisor that created Oak Hill Wealth Advisors. I was responsible for about 95% of the assets and revenue. And one of the more significant investments we made is in additional advisors. I recruited three new advisors, all CFPs, to join Oak Hill Wealth Advisors. Whereas, before I had been largely managing all the relationships myself. For someone that kind of grew up in the regional wirehouse space, it’s pretty counterintuitive to start moving relationships away from you onto other advisors. You’re trained and built to create a moat around your relationships, and realized that the potential acquirers are not interested, at least the ones I was interested in, weren’t interested in buying a book. They were interested in buying a business. And that just meant every decision we made going forward was not profit-driven, but how can I increase the value of the business? So after that first call, I knew I probably would be looking to move forward with a transaction sooner as opposed to the end of retirement. That information that I got on that first call helped me realize that when Oak Hill Wealth Advisors opened its doors on May 9th, 2022, we effectively had an IPO. I had great familiarity with how the succession plans at Wells Fargo Advisors worked. And on that day that we opened our practice, the value of my business jumped to be four to five times the value of it in a succession plan at Wells Fargo Advisors. Now, I knew going forward that I was going to be able to increase revenue. I was going to be able to increase EBITDA. I was going to potentially have some benefits from a market tailwind. I knew the multiples of EBITDA that the firms use may fluctuate, but the biggest change by far occurred leaving the wirehouse and having the value of my business grow four to fivefold in that same day. So what I really focused on was making sure that I was going to, when I was ready to start looking again after I had worked on improving the practice, really was going to look for a firm that was going to be a good cultural fit for both my clients, my team, and myself. Louis Diamond: That’s such a cool perspective. I’ve never heard anyone say that the day we launched your independent business was like an IPO. But honestly, it’s so true. You’re planting a flag in the ground that like, “Here is real value. This is value that we’ve created that we own rather than it being a book of business and a W-2 paycheck.” And it’s a fascinating perspective. Patrick Larkin: Yep. It really is amazing that the value changed that much on one day and the future value changes. Looking at the equity that I owned in Oak Hill Wealth Advisors, it made sense to consider is there a better way to take some risk off the table for myself and my family and diversify some of the equity that I had in Oak Hill Wealth Advisors with a larger enterprise? Louis Diamond: It makes complete sense. Obviously, everyone would sign up for 4 to 5X increase in value. Patrick Larkin: Sure. Louis Diamond: That’s not the reason most people go independent, but it’s important to know. And also, what I really liked about what you shared is I think a really valuable learning for anyone is those calls come in, whether it’s from annoying people like me or from an acquirer, from a firm, they’re not all noise. You took it as an opportunity to learn. Even though that first person who called wasn’t the right fit, it crystallized something in your mind and it let you make proactive decisions that ultimately paid off in spades when it came time to sign the dotted line for your transaction with Cerity. So I think it’s brilliant. And it’s very big picture, big-business-owner-type stuff that I think a lot of people will just filter out because it’s annoying and I’m young, I’m not looking to sell, but that was the journey. Patrick Larkin: Yeah, that first call changed my opinion about timing of when to move forward with a partnership. Originally, I thought this would be something at the end of retirement. The timing of doing so sooner seemed a lot more appealing after having that conversation and realizing what we had actually built. Louis Diamond: Amazing. So ultimately you decided to merge with Cerity Partners. We’ve had Kurt Miscinski from Cerity Partners on the show. They’re a real heavyweight within the RIA world. Most recently, they were valued at $8 billion in a recap, and it’s a very impressive firm. What specifically drew you to Cerity versus other potential buyers? Like you said, you got a lot of calls. Patrick Larkin: After that first call, I just got to work and focused on continuing to take care of our clients, building a team, adding new advisors, being a mentor to those advisors. But at the same time, we were being approached fairly regularly by that point. And I had a pretty good system for quickly deciding whether something was worth a second look, and most weren’t. But about a year ago, one of the national RIAs caught my attention and I started having conversations with them. And once I had progressed with them, I though, “You know what? If I’m giving this consideration, I really need to cast a wider net.” So I reached out to other RIAs that I had looked at and admired and been keeping an eye on. And ultimately, my longtime business coach, Barbara Kay, suggested I talk with Cerity Partners, a company that one of her other clients had just recently joined. And from the very first call, I could tell something was different. And I talked to many different companies. Cerity Partners, and an individual I spoke with, Geoff Newman, they weren’t leading with valuation formulas or deal structure. They were asking questions about my clients, my team, and how I actually ran the practice. They had a very defined process for identifying partners who were genuinely compatible, not just advisors with books that were transferable. And that distinction mattered greatly to me. They also offered really, in my opinion, the right balance of support and still having some autonomy. And their aspiration to deliver consistent standard of care to clients, whether they be in California or Virginia, so that those individuals get the same quality of experience, resonated with how I was already running things within my practice. That combination of support and autonomy, I really liked the idea of continuing to have oversight over my local practice, over our practice, which included the budget, salaries, and bonuses. It more than anybody else felt like a partnership and not a buyout. And I really appreciate it during that first call, Cerity was the only company that talked about a hundred-year plan. It was amazing to me to hear what their thoughts were. Most of the other firms I spoke with talked about valuations. And very quickly in the process, I found myself on a Zoom call with a Patagonia fleece vest-wearing private equity rep walking me through a valuation. And it was efficient, but it was not a cultural fit for me. And the infrastructure behind us and the combination of autonomy is really harder to find than most people think. As I progressed with Cerity, I remember early on in the process thinking to myself, “My God, I hope they want me, I hope they want me,” because I could tell I’m a very process-driven person They had a process with the way they brought me on board. And ultimately, we had a due diligence trip set up to go to one of their larger offices where I met with one of their leaders, Claire O’Keefe, part of their practice development, and had an opportunity to meet with different leaders within the firm and really get my arms wrapped around the potential that they had. Just the quality of the people I encountered through the whole process just kept reinforcing the decision. And by the time we got to the finish line, it didn’t feel like a transaction. It felt like I was joining something that I was excited to be part of. So just a little bit more about what attracted me to Cerity, their culture is just phenomenal. Cerity Partners uses the word “meritocracy” and they actually mean it. Ownership and influence here track your contribution, not your tenure or how well you play the politics. I just attended my first partner meeting in April, and without exaggeration, it was the most extraordinary professional meeting I’ve attended in my 25-year career. During the meeting, there was open debate about the direction of the firm, and every voice in the room carried weight. You could feel the culture. And that type of culture is built over years. You can’t fake it. Everyone in the room it felt like was rowing in the same direction. And by the time the meeting was over, I was so excited to get back to my team and tell them about what I had just witnessed, I wasn’t looking for the exit. I was looking for the brick wall to run through. I was so excited. And every once in a while I wonder having spent so much time in the wirehouse spaces, the bar just set really low for me when I talked to some of my other colleagues that have been independent for a long time. But it was just an absolutely amazing experience. And I do want to just add, one of the last really important things to me about Cerity Partners is I’ve been very fortunate with my career and in this profession. And part of my goal over the rest of my career is to have a legacy. And my legacy currently exists with the families I’ve advised and the team that I’ve built and have served and led. But Cerity Partners is helping me achieve even a greater legacy in our industry with our shared long-term goals. During my first meeting, they talked about their hundred-year vision of being a worldwide employee-owned professional services firm. And currently, and this is very exciting, the employees are the largest shareholder of the firm. No one else I talked to talked about their long-term goals like this, and it’s a vision I believe in. I want to contribute to help to see it accomplished. And one day when I do retire, I want to look back and see how I contribute it to a company that I believe is going to change the direction of professional wealth management. Louis Diamond: Wow. Patrick Larkin: My partnership with Cerity Partners is going to make that a reality. It’s just an amazing place. Yeah, very happy. Louis Diamond: Honestly, you can’t fake that type of enthusiasm. It sounds like- Patrick Larkin: It’s not- Louis Diamond: … you entered into a transaction, which is it’s like jumping into the deep end. How do you sort through what’s the sales process versus what’s real? How much of this is actually going to translate to my life? But hearing you not that long after the transaction, you still feel that and it’s very cool. In the press release I read, you cited estate planning, private markets access, and cross-border planning as key reasons for the merger. Can you talk about what it was about those? Maybe- Patrick Larkin: Yeah. Louis Diamond: … anything else that was missed? Patrick Larkin: Yeah. Louis Diamond: And were those not things that you felt like you could have delivered yourself as a standalone? Patrick Larkin: I thought that they were going to help me be able to be more effective in delivering those, but they weren’t the complete picture. The capabilities that we cited in the release were genuine gaps I wanted to fill and have available for clients and be able to prospect and go after new additional clients. But being fully honest, there were also deeper drivers. One was my team. Sometimes we get emotional about this. Being someone who’s trusted is really important to me, and that’s something I hold in high priority. There are people that followed me out of Wells Fargo to join me. One of my client associates had delayed her retirement so that she could join me and help us launch for the first three months. One of my other client associates has been with me close to 15 years. These are people that trusted me to do the right thing and to make sure that I wasn’t walking them off the plank. Being able to join Cerity Partners and give them a future that didn’t hinge entirely on my personal longevity was a huge relief. And Cerity Partners is an ownership culture. I’m so happy to say today that every single individual on my team in our practice in Lansdowne is now either an equity owner in Cerity Partners or very shortly will be an equity- Louis Diamond: So cool. Patrick Larkin: … equity owner. So they have a stake as well in what they’re building. It matters. My youngest client associate noticed how much it costs to send to FedEx. And he goes, “Now that I’m an owner, maybe we should rethink about sending regular mail.” Another driver was my family. And I’ve always had the philosophy of trying to prioritize and clients first, team and colleagues, and then my family. And I’ve always made decisions that if I put those others before myself, eventually I’ll be taken care of. And going through this transaction, it was so generous to my family and provided such security. There was a little bit of guilt that, “Am I doing this for all the right reasons?” But being able to secure my family’s future, converting equity in a three-year-old RIA into a stake of a $8 billion-plus valuation with institutional backing, that was a meaningful moment and I’d be less than honest if I glossed over that. I also really wanted to be part of something larger than myself. And the opportunity to help build a legacy in this business with Cerity Partners really gives me the platform to do that. Louis Diamond: Very cool. I can tell that you’re genuine, not just because of the way you sound, the way you’re speaking, but in the very beginning of the episode, you talked about the reason you got into this business was because you thought it gave you the dual purpose of being able to help people, but also being able to enrich yourself or your family. So this answer, it comes full circle. You’re able to accomplish all these goals, which made it the right decision. And I think, look, I say to advisors all the time, “You’re allowed to be greedy, you’re allowed to be selfish as long as the clients are still in the front of your mind as the most important thing.” There’s nothing wrong with doing better for clients, building a legacy in your case, but also reaping the rewards of all your hard work and labor and also all the risks that you’ve taken over your career. I got to ask you, though, from being an employee of Wells, where you were running your team, for the most part, you can run the business within their guardrails the way you want, to then running an RIA, which is really like you’re fully in control of everything, to now being a partner, but you’re not the one who has the name on the door anymore. Patrick Larkin: Right, right. Louis Diamond: Well, how do you think about the giving up control and full ownership of your practice versus owning a very small amount of a much larger entity? Patrick Larkin: There was such continuity. Oak Hill Wealth Advisors and Cerity Partners were so philosophically aligned that I genuinely never felt like I was giving up anything that I wasn’t glad to let go. My wife joined the business shortly before I left Wells Fargo Advisors. And still to this day, on my drive home from work, I call her up and say, “You’re not going to believe this.” And it’s all a positive, good thing. So Cerity has struck the perfect balance of that autonomy and support combination that I was looking for. So I still have control and a say over the way our practice is managed. Very shortly after the merger, my supervisor came down and met me for the first time, and we went out together after the day had ended. And early in the conversation I said to him, “What can I do to make your life easier?” And he said, “Pat, what can I do to make your life easier?” And that set the tone that still exists to this day. I almost cried when he said that because that was so different than what I had experienced up to that point. So the collaboration, the way we work together, it’s just absolutely amazing. And not once for a single moment have I second-guessed my decision. And it’s really weird because I’ve now been part of this organization for nearly nine months, and there just has not been one thing that’s occurred where I said, “That’s a disappointment.” It’s just been absolutely amazing every single day. Louis Diamond: Very cool. To me, there’s different arcs of when you want to ask people the question of, “Hey, any regrets?” And usually you don’t want to ask them too soon because they’re still going through the transition and integration and growing pains. And you don’t want to ask them too far in the future because you forget about what was life before. To be this short of a duration into this new partnership and to have these feelings, that’s absolutely pretty special. I got two more questions for you, Pat, if you don’t mind. Patrick Larkin: Sure. Louis Diamond: First one, economically, to me, one of the hardest things for really any advisor to really grapple with or to fully comprehend or make their own is, “I own 100% of the equity in my business. I get to decide when I want to sell in the future. My business is growing 10% per year. I wait to sell until 10 years from now, my business is going to be much bigger and I get to keep all the cash flow. I get to make all the decisions.” That compared to the path that you took, which was take cash off the table, which everyone understands, to, “Now, I own a much smaller piece of a much larger pie.” How would you talk to someone about the financial trade-off between a hundred percent ownership in their business, full control, full discretion over everything, versus becoming a minority equity partner in a larger entity? Patrick Larkin: You have to look at the valuation of my business, again, the day that we opened our doors as Oak Hill Wealth Advisors. There was such a massive jump in the value of the business. There was not going to be an opportunity for an appreciation at that level. So then, you have to compare what the growth rate is of Oak Hill Wealth Advisors versus a Cerity Partners. And I’m not embarrassed to say that Cerity Partners is and has been growing at a much faster rate of return. The value of the equity that I have retained in Cerity Partners, my ownership stake, I fully expect by the time I transact that business as I get closer to retirement, that’s going to be worth many times more than whatever opportunity I would have had at Wells Fargo with the valuation they would have provided me. Nevermind, very important, the tax consequences of a structure like this is all the retiring advisors that I worked with were taxed at their highest marginal rate. I owned a business and we were taxed at long-term capital gains rates. A significant difference in savings in what as the owner we actually realize. So yeah, I feel very comfortable with the ownership that I have and the control and continued opportunity with the meritocracy culture to increase my share of ownership in the company. Louis Diamond: Okay, and let’s do one more question here. I’ll pick it back up. So Pat, I think it’s a really cool perspective. It’s almost do your homework, and if you find the right horse and the right jockey that can run faster than you can on your own, that the equity value will compound and grow and appreciate in a faster, more efficient way than what you’re doing on your own, which makes complete sense. It’s the ultimate trade-off. And again, it’s like jumping into the deep end. On the one hand, Oak Hill was all you, right? You control the growth, for better or worse, for the good days, the bad days, the good years, the bad years, versus now your growth is diversified amongst hundreds of partners across M&A, across different lead flow channels, et cetera. It makes complete sense. But honestly, if I were an advisor, I don’t know how I would think about it. I think it’s all just fact-and-circumstance-based on where I am in my life and who the firm is and what I’m trying to accomplish. But it’s such a cool perspective because usually the playbook that we see, which is why we did this series, is go independent and there’s a long pause until there is a realization of all the value that’s been created. So seeing you do this in a much quicker timeframe, it seems like it was the absolutely right decision. To me, it just is another path, another way that an advisor or a firm is able to think about their future. Any final advice or parting words for someone who is sitting right where you were in 2021 or 2022 thinking about making the leap? And we’ll say a transition in general, or really anything you want to share to wrap our episode here. Patrick Larkin: Thank you for having me, and this is a great question. Happy to give a thoughtful answer to it. Before I’d left Wells Fargo Advisors through the program and started Oak Hill Wealth Advisors, I had an opportunity to go through a due diligence process and make sure that this was going to be a right move for me. There was no carrot out there that was obvious. I learned after that first conversation that I had built a practice that had some value to it. I was leaving behind the security of something I knew, leaving behind a significant amount in deferred compensation, and I wanted to make sure I was making the right decision. And through that due diligence process, talked to about five other firms that had recently left Wells Fargo to join this RIA program. I asked them a lot of different questions about what their experience was. And at every point during those conversations, they all said the same thing at different points. And it sounded like this. They said, “I’m working harder than I ever have before, but I wish I had done this sooner.” So my advice to those people, do it. I know that sounds simple, but I mean it. The fear of leaving is almost always worse than the actual experience of leaving. And I understand the inertia of not leaving and the real apprehension of what was on the other side. But what I found was a version of this profession I genuinely didn’t know was possible. One where I could do things the right way on my terms for the people I care most about serving. And not every path is going to look like mine. Some advisors should go fully independent and stay there, and that can be an incredible life. But when it comes time to look for a partner, quite frankly, if Cerity Partners is not on your shortlist, you’re making a significant mistake. And I say that not to sell anything, but because I’ve lived the comparison firsthand and there’s simply nothing else like it. Louis Diamond: So Pat, it’s been really fun, but I don’t think we’ve had anyone on the eight years or so we’ve been doing this show that’s gone through this type of arc or journey that you have. One of my big takeaways or sticking points that this episode brought for me is by going independent and taking control over your future, you created complete optionality for yourself to do exactly what you wanted to do with your business, even if that was different than what you initially planned. So in your case, it was selling within three years of going independent, but by taking action, being proactive, playing some offense, you made the opportunity happen on your terms and your timeline. So this has been fun in so many different ways. I loved your comment about how when you went independent, it’s basically like the day of your IPO, the four-to-five-times increase in value versus an internal succession deal, and even just the way to think about getting equity in a larger entity versus running your own plays only. So thank you so much for doing this. This has been fun. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firm’s or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.   Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate p

In this episode of The Delphi Podcast, Tommy sits down with Steve McLaughlin, founder and CEO of FT Partners, to unpack how he left Goldman Sachs at 32 and built one of the most influential investment banks in fintech.Steve shares the story behind FT Partners' early days, including how his team took a company that had received roughly $150 million offers and ultimately sold it for $550 million. He explains why FT goes deeper than traditional investment banks, how the firm has built decades-long relationships with founders, and why incentives, founder ownership, and putting your own capital behind your conviction matter.They also discuss FT's $50 million investment in Revolut, what Steve looks for in great founders, the work ethic required to build a firm over 25 years, surviving multiple financial crises, and why he believes AI will ultimately be a bigger disruption to financial services than the internet, mobile, or crypto.Timestamps00:00 Intro02:20 Leaving Goldman and Starting FT Partners11:00 Turning a $150M Offer Into a $550M Sale18:30 How FT Partners Values Companies28:30 Building Long-Term Founder Relationships34:00 Founder Incentives and the Revolut Bet52:00 What Steve Looks for in Great Founders1:08:00 The Future of Fintech, Crypto, and AITommy: https://x.com/Shaughnessy119Steve: https://x.com/FTPartners

When digital payments can feel like a commoditized utility, how do you build a brand that's seen not just as a processor, but as a strategic partner?Agility requires more than just speed; it demands the ability to innovate within complex regulatory frameworks while simultaneously building and maintaining unwavering customer trust.Today, we're going to talk about the unique challenge of building a resonant brand in the highly competitive and technical world of FinTech. We'll explore how to translate complex capabilities into a compelling narrative that builds trust and drives growth.To help me discuss this topic, I'd like to welcome, Alexandra Westfal, Chief Marketing Officer at COLIBRIX ONE.Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716baCheck out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.comThe Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Hosted on Acast. See acast.com/privacy for more information.