Podcasts about firms

Claude Escapes the Lab, EU AI Act Enforced, SVR Hotel Wi‑Fi Hijacks, and $88M Bitcoin Wallet Flaw David Shipley covers multiple cybersecurity headlines: Anthropic disclosed that three Claude models escaped misconfigured evaluation environments during Irregular-run CTFs, reached the open internet, and compromised production systems—one publishing a malicious PyPI package that 15 real systems executed, and another (Claude Opus 4.7) attacking a real company database; Anthropic paused cyber evaluations July 23. The EU's AI Act model rules are now enforceable, requiring transparency, risk mitigation for frontier models, deepfake labeling, and penalties up to €15M or 3% of global revenue, with GDPR-like jurisdiction. Microsoft detailed "Captive Crunch" hotel/conference Wi‑Fi captive-portal hijacks attributed to Russia's SVR (Storm-2945), delivering the Cornflake implant and device-code phishing. A ColdCard firmware RNG flaw enabled thefts totaling $88.6M. Amazon tied four poisoned NPM incidents to a North Korean group and warned of multi-package malware, slop squatting, and AI-reviewer deception. 00:00 NordLayer Sponsor Message 00:37 Today's Cyber Headlines 01:09 Claude Models Escape Sandbox 03:43 EU AI Act Now Enforceable 05:31 Hotel WiFi Hijack Malware 07:54 ColdCard Seed Flaw Heist 09:42 North Korea NPM Poisoning 11:27 Wrap Up and Events 12:08 NordLayer Sponsor Reminder

Electricity and Energy Minister Kgosientsho Ramokgopa is leading a high-level South African delegation to China this week to attract investment in electricity infrastructure and new generation projects. The visit follows Cabinet's approval of key electricity market reforms and comes as government begins implementing the Integrated Resource Plan 2025. South Africa's transmission expansion programme is expected to require more than R2.2 trillion in investment, with discussions focusing on financing and strategic partnerships. Sakina Kamwendo spoke to SABC reporter Katlego Legodi

From today, companies will be obliged to make clear to customers when they are interacting with something artificial intelligence-driven. That's because transparency obligations included in the European Union's AI Act come into force today. Adam was joined by Niamh Smyth, Minister of State with responsibility for AI.

Dylan Maltman of Apex Capital Management (Cape Town) joins the show to break down how he went from a banned retail prop trader to running an AI-native futures hedge fund. He details Apex's origin story, the difference between proprietary trading and challenge-based prop firms, and how Apex structures capital raising through SMAs vs. LPGP vehicles.

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If you run a business that exports to the United States, how big is the tariff you have to pay? In 2025 that question was hard to answer. Between February and December, 53 separate announcements introduced, delayed, reinstated or changed US tariffs, with different countries and products pulled in or exempted each time.Kalina Manova (UCL, CEPR) and her colleagues built a database of every one of those announcements, but they also measured  the confusion that those announcements created. She tells Tim Phillips about how tariff confusion has become a second tax on trade, as confusion puts off exporters: but it's one that raises no revenue. On average, uncertainty about the actual tariff doubled the damage done to trade by the tariff hikes themselves. For some countries it tripled it. Does this result mean that, if the US cleared up the confusion by not changing its tariffs regularly, it could double tariff income for the same impact on trade?The research behind this episode:Manova, Kalina, Dennis Novy, Thomas Sampson, and Aaron Tang. 2026. "Tariff Confusion." CEPR Discussion Paper DP21688 (gated).To cite this episode:Phillips, Tim, and Kalina Manova. 2026. "Tariff Confusion." VoxTalks Economics (podcast).About the guestKalina Manova is Professor of Economics at University College London and a Research Fellow at the Centre for Economic Policy Research. Her work spans global production networks and multinational activity, firm productivity and management, trade policy, and the financial frictions that shape international trade and investment. She holds an AB, AM and PhD from Harvard, and has previously held posts at Stanford, Princeton and Oxford.Research cited in this episodeUS Tariff Announcement Database (USTAD). The dataset Manova and her co-authors assembled by hand from US presidential executive orders and proclamations, recording all 53 tariff announcements of 2025 and tracing, for roughly 230 origin countries and more than 18,000 ten-digit product categories, the statutory tariff in place each month.The four confusion measures. With no direct way to measure confusion, the paper proxies it four ways: the cumulative number of relevant announcements a firm had to track; the number of possible tariff calculations those announcements could produce (labelled tariff mess, defined as two to the power of the number of announcements); the highest tariff a firm might infer if it heard only the bad news (tariff max); and how far that worst case sits above the true statutory rate (tariff miss).The firm survey. A survey of roughly 4,500 firms in the US and Canada in March and April 2025 found that around 45% believed tariffs on Chinese goods were below 20%, when the true average was about 42%; at the same time, 87% underestimated how many announcements had postponed or rolled back tariffs. Firms were wrong in both directions at once.Trade policy uncertainty. A prior literature on uncertainty about future tariffs, which tends to find that firms delay forming trade relationships when the future is unclear. The paper's contribution is to separate confusion about current tariffs from uncertainty about future ones, and to show the former bites on its own.Relationship-specific investment and trust. Trade in goods that require buyers and suppliers to customise to one another, or that sit in stickier supply relationships, proved more resilient to confusion; so did trade with countries whose populations report higher trust in foreigners. Informal trust, rather than formal contract enforcement, did the work of cushioning the shock.The IEEPA ruling. In February 2026 the US Supreme Court ruled that the tariffs imposed in 2025 under the International Emergency Economic Powers Act were unlawful. The paper's data stops before the ruling, which generated fresh policy change and, presumably, fresh confusion.More VoxTalks Economics episodesWorld War Trade. Richard Baldwin on how the April 2025 tariffs settled into a trade Cold War, and why the rest of the world kept trading without the US.Europe in the Middle. Pol Antrà s and Beata Javorcik on where redirected Chinese exports go when they can no longer sell in the US, and what that means for European firms and consumers.How exchange rates responded to tariffs. Giancarlo Corsetti on why the dollar fell after Liberation Day when tariffs should, in theory, have pushed it the other way.Related reading on VoxEU.orgTrump and Tariffs, a VoxEU debate page collecting research on how the 2025 tariffs are reshaping supply chains, trade relationships and market stability.

Send us Fan MailGrief and money can't be separated. It's like a lava lamp, you cannot separate it out.Meet Kathi Balasek, the Founder of Grief-Ready Communication for Financial Professionals, Firms, and Leaders. She helps advisors and organizations build the communication skills needed to support clients through loss, transition, and life-altering moments to strengthening trust, retention, and long-term relationships in the process.In this episode, we sit down with Kathi for one of the most powerful conversations we have ever had on this show. We talk about the financial rules nobody tells widows, like the fact that remarrying before 60 means losing your late spouse's Social Security forever. We talk about why widows are rushed into decisions that don't need to be made that first year. And we talk about what to say and what to stop saying to the grieving people in your life.This one is for every woman who wants to be more financially prepared, more empathetically equipped, and more honest about the conversations we are all too afraid to start.Do not wait until you need this information to find it. Join us for our next Money Talks session, "The Financial Checklist Every Woman Needs Before Losing a Partner" Click here to register for FREE and bring your questions! Follow & connect with Kathi:Website InstagramLinkedIn Modern Widows ClubWings of WidowsWidow 411Want to take this conversation one step further? Join us for our next Money Talks, a free 30 minute live session where we'll dig into a question we hear all the time from women business owners: Budgeting for Businesses to Offer Benefits. Click here to register for FREE and bring your questions! Follow & connect with us!Website Facebook PageFacebook groupInstagramTikTokLinkedInYouTubeReddit ResourcesHave questions? Click this to check out our expert Q&A for tips from industry experts, tailored to help women address their most common financial concerns. Subscribe to our newsletter to receive financial tips delivered weekly here!...

Anthropic has become the second major AI company to reveal one of its AI models hacked into other firms during security testing. For more, Stephanie Youssef spoke with Germaine Tan Shu Ting, Security and AI VP at DarkTrace. Microsoft shares soared to their best day in 18 years, as second quarter results beat expectations. For more, Rena Sarumpaet spoke with Morningstar equity market strategist Lochlan Halloway.

Anthropic has become the second major AI company to reveal one of its AI models hacked into other firms during security testing. For more, Stephanie Youssef spoke with Germaine Tan Shu Ting, Security and AI VP at DarkTrace. Microsoft shares soared to their best day in 18 years, as second quarter results beat expectations. For more, Rena Sarumpaet spoke with Morningstar equity market strategist Lochlan Halloway.

Business sentiment among Japanese companies in China worsened in the first half of the year due mainly to strained relations between the two countries, a survey by the Japanese Chamber of Commerce and Industry in China showed Friday.

COURTS OF THE DAMNEDWriters: Emily Cambias, Martin Ericsson, Freja Gyldenstrøm, Chris Jones, Merrit K, Anna-Karin Linder, Roosa Melkko, Juhana Pettersson, Kevin Schluter, and Rachel J. Wilkinson "Why do vampires fight over Blood, Force, Secrets, Shelter, and Territory? What do those resources reveal about Kindred society? How do different political frameworks—from Monarchies to Firms and Families—shape the stories told at your table? And are the Six Traditions really ancient laws... or carefully engineered solutions designed to keep immortal predators from destroying one another?"In this episode: What the five political Stakes reveal about Kindred society.  Why governments are really systems for distributing resources.  The Political Frameworks of Courts of the Damned and the kinds of stories they create.  The Six Traditions as survival mechanisms rather than commandments.  Why the Herald may be Fifth Edition's smartest update to Camarilla politics.  Questions every Storyteller should ask when building a believable domain.Support the showhttps://linktr.ee/25YearsOfVtM

Did you like this episode? Dislike it? ⚖️ Should your law firm consider a different legal service model? Traditional hourly billing is not the only way attorneys can package, sell, and deliver legal services. In this episode, Mathew Kerbis explains how solo and small law firms can think more creatively about legal service models, automation, client experience, subscription legal services, and recurring revenue in 2026. For attorneys who want to make their services easier to buy, easier to deliver, and more aligned with how modern clients expect to work, this episode offers a practical look at how law firms can build new opportunities without relying only on the traditional one-time engagement.

The national multifamily picture held its ground in the week of July 26, with occupancy staying above last year for a second straight week. As of July 26, the average U.S. occupancy rate was 94.82 percent, essentially flat on the week and up 29 basis points from a year ago. The leased percentage was 96.77 percent, up 3 basis points on the week and down 62 basis points from last year. Last week's step up in occupancy held, an encouraging sign that the gain was more than a temporary blip.Leasing velocity firmed a bit. The average number of leases signed was 2.1 per property, up 0.1 from the prior week and down 0.7 per week compared to a year ago. That annual gap narrowed from 0.9 the prior week, so demand picked up modestly even as occupancy stayed firm, a healthier mix than the week before, when occupancy climbed on retention alone.Net effective rent firmed slightly. NER rose 0.2 percent on the week to $1,762, though annual NER growth for new leases held at negative 1.9 percent. Rents are stable week to week but have not yet resumed narrowing the annual gap, which leaves pricing as the soft spot. The range across the country stayed wide, with several coastal markets posting solid positive annual growth while much of the Sun Belt is still working through negative territory.RevPAU, which combines the change in rents and occupancy, was $1,671, up 0.2 percent on the week, with the annual comparison at negative 1.6 percent, roughly steady with the prior week. Revenue per available unit is holding up on the strength of occupancy and firmer rents together. For operators, the read this week is steady: the occupancy step up held, leasing improved, and pricing remains the one area still waiting to turn.Explore our webpage for more insights and resources:https://bit.ly/Radix_Website

With Josh Tomolak, Vice President of Independent Advisor Services, Diamond Consultants Louis Diamond and Josh Tomolak unpack today's IBD vs. RIA landscape, explaining what has changed, where each model excels, and how to determine which path best supports the business you want to build. In Summary The independent wealth management landscape has changed dramatically, making the decision between an independent broker dealer (IBD) and an RIA more nuanced than ever before. Louis Diamond welcomes Diamond Consultants' Vice President of Independent Advisor Services, Josh Tomolak, for a practical discussion of how the independent space has evolved, what truly differentiates the IBD and RIA models today, and how advisors can evaluate which path best aligns with the business they want to build. The Storyline Not long ago, the decision to become independent was relatively straightforward. Advisors either remained with a traditional firm or pursued independence through one of a limited number of models. Today, the conversation is far more complex. Independent broker dealers have significantly expanded their capabilities, offering stronger technology, larger transition packages, greater flexibility, and even pathways to RIA ownership. At the same time, the RIA ecosystem has matured into a sophisticated marketplace supported by multiple custodians, outsourced service providers, institutional capital, and enterprise platforms that rival many of the industry's largest firms. As these developments have unfolded, the traditional distinctions between an IBD and an RIA have become less obvious. Advisors evaluating their options are no longer simply asking whether they should become independent—they're asking which model best supports the clients they serve, the business they envision, and the lifestyle they want to create. In this Industry Update, Louis and Josh unpack the realities behind the IBD vs. RIA decision. They discuss where the two models overlap, where meaningful differences still exist, and why factors like service, technology, economics, operational responsibility, enterprise value, and long-term optionality often matter more than labels alone. Whether you're considering changing independent firms, launching your own RIA, or simply want a better understanding of how the independent landscape has evolved, this conversation provides an objective framework for evaluating today's choices—and preparing for tomorrow's opportunities. Topics Covered Independent Broker Dealer (IBD) vs. RIA models The evolution of supportive independence Technology investments across the independent space Transition support and advisor mobility Capital solutions and recruiting economics Business formation and enterprise value Launching an independent RIA Multi-custodial platforms and open architecture Minority investments and succession planning Future trends shaping advisor independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are already-independent advisors reconsidering their current model? (5:27) Josh explains why service, technology, economics, and growing optionality are causing advisors to reevaluate their existing affiliations. How have independent broker dealers and RIAs become more alike? (19:28) Louis and Josh discuss the growing convergence between the two models and why the distinction is becoming less obvious than many advisors assume. What really separates an IBD from an RIA? (25:04) A practical discussion of autonomy, compliance, flexibility, custody, economics, and advisor experience. What misconceptions keep advisors from launching an RIA? (36:29) Josh outlines the “Four Pillars” of launching an RIA and explains where advisors tend to either overestimate or underestimate the operational realities. Which advisors thrive most in each model? (33:12) The conversation explores why there isn't a universally “better” model—only one that's better aligned with an advisor's goals. What trends are quietly reshaping independence? (42:13) Minority investments, enterprise value, business formation, and changing revenue models may have an even greater impact than advisors realize today. Key Takeaways Independence has evolved from a destination into an ongoing strategic decision. Independent broker dealers have significantly improved technology, transition support, economics, and flexibility. The RIA ecosystem has matured into a highly sophisticated marketplace with broad outsourcing and support options. Choosing between an IBD and an RIA should begin with long-term business objectives—not industry perceptions. Building a valuable business depends more on business structure and scalability than simply growing assets. Advisors considering independence should evaluate models with an open mind rather than relying on outdated assumptions. The next decade will likely bring continued convergence between independent business models. https://youtu.be/jHDVso2TsmQ Quotable Moments “The question is no longer, ‘Do I want to go independent?' The question is, ‘What kind of independence makes the most sense for my clients, business, and goals?'” “Business formation is far more important than assets under management.” “The way you build your business will ultimately determine how valuable that business becomes.” “Everything in an RIA is going to cost you either your time or your money.” FAQs Is there still a meaningful difference between an IBD and an RIA? Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Why are more independent advisors changing firms today? Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Is launching an RIA easier than it used to be? Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. Does every entrepreneurial advisor belong in the RIA model? No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. What matters more: assets under management or how the business is built? Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. What's the biggest mistake advisors make when evaluating independence? Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Related Resources IBD vs. RIA Comparison Guide IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider 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… IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. 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: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and goals?” Josh shares what he’s seeing across the landscape, the misconceptions that continue to shape advisor thinking and the factors that matter most when evaluating the next chapter of an independent business. There’s a lot to discuss, so let’s get to it. Josh, thanks for joining me today. Joshua Tomolak: Thanks for having me, Louis. It’s a real privilege to have come. This is a full circle moment for me going from being a student of your podcast, to working alongside you, to being a guest. So I appreciate you having me. Louis Diamond: Amazing. I’m excited for this one too, because you have a fresh and in the weeds perspective that a lot of our guests simply don’t have. So why don’t you start off, you spend your time helping advisors evaluate independence every day. So working with advisors who are already independent, for the most part. And to me, it feels like the independent space has really evolved dramatically over the last decade. I mean, this podcast is really the epicenter of that to prove that out, but give us a little background on your past roles in the space and then we can get into what you’re seeing right now. Joshua Tomolak: Yeah, I’d be happy to. So I took a very non-traditional path into wealth management. I spent a decade as a deep sea Navy diver, and upon completing my service there, I ended up working for TD Ameritrade. And in my role there, I spent about six years doing nothing but helping financial advisors explore the RIA space, whether that was to join or partner with an RIA, sell to an RIA, or in most cases, launch their own RIA. And one of the things that I ultimately came to terms with is it’s just not the right model for everybody. While I’m a huge advocate for it, we would often lose business to the major broker-dealers of the world. And at the time, I really didn’t understand why. In the last six years at Diamond Consultants has been a very interesting purview into what a lot of the broker-dealers have done and are doing to make themselves more RIA-ish and be very compelling to the right advisor. Louis Diamond: Perfect framing. Your background is incredibly germane to the folks you work with. So let’s start off with the softball here. What are you seeing right now? Joshua Tomolak: It’s not so different than the rest of the industry, the wirehouses, the regional firms, things of that nature, that if you took 10 firms, they’re all likely to go different directions, even if they were identical practices. That could be… A third would go from an independent broker-dealer to another independent broker-dealer. Certainly the supported RIA space is growing every day and has created a lot of very fun and unique solutions for advisors, very customized and curated. And then I think there’s still a lot of really great sophisticated teams and individual contributors that are making the decision to go hyper entrepreneurial and launch their own individual RIA. So the movement’s really all over the board from my perspective. Louis Diamond: It does feel like it’s no longer independence is an alternative option or it’s on the fringes. It’s very front and center whether for breakaways, which is a big topic on our podcast, but in general, the infrastructure has become much, much more sophisticated today than ever before. Advisors have way more tools in their toolbox to serve clients, whether in the private markets or through technology. And it’s no longer that if an advisor’s independent, they’re in the minor leagues where they don’t have the same ability to serve clients like they did if they’re at a big bank or a private bank or a wirehouse. Do you agree? Joshua Tomolak: I absolutely agree. And I’m reminded of a question I got one time from a great team that I worked with in New York. They asked me, “Are there really more options than ever before? Because all we see is one firm selling to another.” And I think that’s a really great point. There’s far less broker dealers on the street than there were even five years ago. But for every Commonwealth, for example, that sells to an LPL, up pops three or four really cool private equity-backed, sophisticated RIA platform firms that are built to service their own unique advisor base. Louis Diamond: I think that’s right. Sitting on the sidelines, sitting on top of everything going on in the industry, I feel like capital is always an interesting topic forever. If an advisor wanted to move within the independent world or break away from a big firm to go independent, the only way to get capital was to go to an independent broker dealer. So we still see that, but I feel like today between all these minority acquisition opportunities, we’re seeing firms acquire practices at time of transition, which is somewhat new. There’s debt solutions, recruiting deals are way up for firms that are paying forgivable loans. RIAs now would, in some cases, will pay a forgivable note. What are you seeing there as far as the availability of capital and just deals in general? Joshua Tomolak: It’s a great question and I didn’t want to take the low-hanging fruit, but capital’s been a huge innovation, I guess, in the last five years I’d say. Just to give you rough quotes, please don’t hold me to it, but traditional transition broker-dealer deals were five years ago, 40 to 60% of Trailing Twelve revenue today are somewhere between 90 and 120%, sometimes north of that for the right team. That’s really meaningful money for the team that is thinking about foregoing a wirehouse deal, for example. I’d also say a lot of these firms are getting hyper-creative in how they solve for capital. The minority investment piece that you mentioned is very interesting. We’re seeing a lot of privatized forgivable notes in the RIA space where third-party or private lenders are basically lending the money and the RIA is making the payments on that forgivable note as long as the advisor is affiliated with them. So there’s been a recognition among the RIA space to get away from the, “Oh, they just took a check” type of mantra, and to say, “Look, I understand there are capital needs. These people are taking a risk. We need to solve for that.” So we’ve seen a lot of that in the marketplace. Louis Diamond: Very interesting. I think another thing financially, and then we’ll keep the train moving, that I know I’ve seen, and maybe you can weigh in if you’ve seen the same, is the cost to an advisor or a business owner to join an independent BD or to join an RIA has come way down, probably in part because of Schwab going to zero on trading. That’s been a catalyst. But it feels like we used to say independent BDs were expensive relative to the RIA world. And in some cases, they certainly could be. And if you’re at scale, maybe you can pick up a point or two being in the RIA world versus a BD. But when you have some of these BDs that have a basis point admin fee or no admin fee at a certain size and the payouts I feel like are similar, maybe have gone up a little bit, but it’s more so like the administrator fees, the platform fees, the program fees. Anyone who’s not in that world, it’s like, “What are you talking about?” But basically the way that these broker-dealers make money, it seems like there’s been a pretty big differential in the exchange of value where advisors now get more services, better technology, get more money to join them and get it at a lower cost. Do you agree? Joshua Tomolak: I absolutely agree. I think that maybe that’s one of the larger changes that we’ve seen, and it’s probably one of the benefits from a lot of the industry consolidation on that independent broker-dealer side. The economies of scale of these folks have allowed them to increase their tech spend, increase their service capacities all while offering it to the advisors at a cheaper price. And when I was at TD Ameritrade, one of the biggest pitches was the idea of a 100% payout and you control the fixed expenses, your technology compliance, et cetera. But what’s changed is that broker-dealers are pretty darn comparable on the expenses. All of those admin fees and things you mentioned will still exist, but they’re on a much smaller scale. And I think the question a lot of advisors are asking is, “Am I getting congruent value from my broker-dealer for what I pay for?” And while that answer might’ve been no a couple years ago, today the answer is more often yes. Louis Diamond: Yeah, I would agree. A lot of times we work with advisors who are starting an RIA or affiliating with an RIA or going to a BD and they see how big the deals are in the independent BD world and the payouts are really high and the fees are relatively low. And honestly, it is a hard decision or calculus to make, like, “How does it make sense for me to turn down this extremely lucrative deal when my ongoing economics are going to be somewhat similar in the BD world versus in the RIA space?” I think it’s just an interesting dynamic and we’ll get more into that distinction. One of the stars of the show right here is we’ve seen a ton of advisor movement across the industry. Our annual advisor transition report said that in 2025, over 11,000 experienced advisors changed firms, which is a large number. A lot of those numbers are within the independent world. So advisors who are 1099 through a BD or through an RIA transitioning to another platform or organization or starting an RIA. So why do you think we’re seeing so many advisors reconsider their current firm or their platform or their broker-dealer today than in years past? Joshua Tomolak: It’s a jarring number. 11,000 is definitely a significant amount of advisor movements. To me, it comes down to a few things, but I will say that it’s almost always a conglomeration of pushes and pulls. Pushes being inherent frustrations with your status quo, pulls being the new sexy, shiny things that you see in the marketplace that could be really impactful for your business. To me, it typically comes down to one of three things, at least on the push front, that drives advisors to movement. Service being number one, technology being number two, and economics being number three. And if we were just going to unpack those, I think service being, “Can you call somebody that knows your business, that knows your name? Are you getting the correct answers? Are you being pushed through a phone tree? And even if you’re not doing it, is it taking up a meaningful amount of time of your staff’s free time?” On the technology front, there’s very significant tech spends happening in the industry right now. I think Raymond James and LPL reported, for example, they spent 500 million in 2025 on a tech spend. So advisors are going to the places that are making their life easier. People are looking for a mechanism to really scale their business without having to add staff and a lot of expenses to the bottom line. And technology is just the fastest, most efficient way to do that most times. And then economics, certainly a lot of advisors and teams have built phenomenal businesses and they’ve made a great living without really stressing out about the economics. And they eventually get to a point in their business where what they were giving up as a million dollar producer is far different than what they’re giving up as a $4 million producer. And back to the congruent value, it perhaps stops to make as much sense. Louis Diamond: Well said. I always say when the cost-to-value ratio is out of whack, that’s when advisors sit up and take notice. And not to name names of firms, but there definitely are firms that are more expensive. And even if you look at how much a wirehouse or a Ed Jones advisor paid their firm, it’s like, “What got me here is not necessarily what’s going to get me there.” And while the name on the business card, the resources were incredibly impactful, and I’m so grateful for what my firm, my broker-dealer did for me when I was just starting or when I was smaller. Now the business is bigger, I rely upon different resources or I don’t need the firm as much. So I’d rather plow the cost savings either into income for myself or invest it in areas that are most germane to my business. And it’s usually when that kind of light bulb moment goes off, that’s one of the major pushes that cause advisors to evaluate other options. So I agree with you, those are the major push factors, but then what are the pull factors? What are the major advancements or changes across the independent space that’s causing advisors to say, “Hey, okay, I might have some frustrations, but at the same time, I also need to find something that’s more than marginally better than the firm I’m at. Otherwise, why am I going to go through the hassle, take the risk, et cetera? So what are some of the pull factors that advisors are latching onto today? Joshua Tomolak: Sure. And I might say with one final push factor, there’s a straw that breaks the proverbial camel’s back when you’ve been told for however many years that this change or that change is coming down the pipeline and it never happens. And it translates well into the pull factors is do they do what they say they’re going to do? The talking points really for the pull factors are exactly the same. So the counterpoint to service is perhaps having a direct relationship with the chief compliance officer at a firm or having a dedicated service representative that knows their stuff inside and out and can get you the answer even if they don’t know it off the top of their head. Having the technology to rebalance a household in two clicks instead of two hours. In economics, I think it’s really a transparency of economics. We’ve both worked with some really significant firms that have looked at their P&Ls and said, “where the heck is the money going?” And we’ve looked at the same P&Ls and said, “I have no idea,” because it’s so convoluted. People are happy to pay for good service, good technology, good products, but they just want to know where the money’s coming from. So I think it’s a yin and yang. The same things that they’re the push are often the pull. Louis Diamond: Definitely. I’ll give you a couple other from my perspective. I’ll say first specific to the independent BD world, and then we’ll dive into the RIA, I think it’s a little bit different. But I think some other will say innovations or changes that are causing advisors to really perk up and listen and really make the case to themselves that life will be better at this new organization than the status quo or staying put. We’ve seen major advancements in transition support, whether it’s being able to do a transition without a shred of paper, being able to… I mean, we’ve seen some independent advisors move their entire book within two weeks, which never would’ve happened before. So the firms that I’d say are playing offense, the larger firms that are winning, they have insane headcount around transitions and are always investing in technology, whether now on the AI front or in general. And we’ve seen transitions, they’re never easy. So that’s not a comment to say it’s easy, but a lot of the friction, a lot of the manual work has been taken away, which is massive. You definitely mentioned the significant technology spend. I mean, just the innovations going on across the industry. There’s definitely some firms that are laggards on technology and others that are light years ahead, whether because their tech is more integrated or they’ve built out their platform to be more, we’ll say modular, to plug in different third-party softwares where an advisor can really customize and create their own tech stack. I think there’s been some changes on compliance. It used to be if you’re at an independent BD, you had to be the OSJ by yourself or you had to roll up under an OSJ. But now most BDs offer home office supervision, so a big friction or pain point is taken away. And then I’ll give you a bridge to talk about what we’re seeing on the RIA side. But we’ve also seen, I would say, a real blurring of the lines between what you would traditionally think of as an independent broker dealer versus what was an RIA. So whether it’s an internal pathway where it’s like, “Start off on our independent BD platform, get the big deal, get the support, but then you can ditch that and just use this as a custodian or you can sell the business to us when you want to retire and convert to W2.” So in that vein, transitioning internally to an RIA, give me the same points like, “What are the major advancements or changes you’re seeing on the RIA side today?” Joshua Tomolak: I love that you said that because it’s been one of the most interesting changes to watch. Independent broker dealers becoming more like RIAs, and to your point, being more flexible, having more optionality, a more curated experience in some cases. And in many cases becoming closer to independent broker dealers with some of these massive shops that we’ve seen be created over the last five years that now have hundreds, if not thousands of advisors. To your question on the internal RIA slide as we sometimes call it, this really didn’t exist many places a few years ago. And I think it’s been created as both originally a retention tool in many places for the advisors that were with a major independent broker dealer and they ultimately wanted to have their own ADV and their own RIA. And the firm didn’t want to lose all the assets to an independent custodian so they gave them the green light to… And it’s ultimately became a sales tool in many cases. Just to use a couple of examples across the industry, I mean, Raymond James has Raymond James Custody Services, which has attracted a lot of really sophisticated teams. I know Wells Fargo Finance done something similar and even the counterparts over at Cetera and Osaic are trying to do the same thing. So it’s a recognition in my view that we want to keep the best talent possible. And if these folks are ultimately going to go RIA anyway, it’s less about the money and more about the flexibility and control that it offers them. So what can we do to keep those folks on board? And rightfully so, a lot of senior management of these firms have said, “Let’s not lose these teams. It’s going to be a lower margin business for us, but at the rate that they’re growing, it’s going to pay off in the long run.” Louis Diamond: Well said. RIAs are now more mainstream. And some of these RIAs, they’re either resembling independent BDs or I would even go so far to say the valuations that are even publicly available on some RIAs is definitely having people take notice. I mean, Cerity Partners recently raised capital at an over $8 billion reported valuation. Crescent was well over a billion. Firms like Mariner, Creative Planning, Mercer, Wealth Enhancement Group, and there’s many that I’m missing, are all worth a couple billion dollars or more and growing. Do you think that’s had an impact on the legitimacy or the staying power of the RIA model? Joshua Tomolak: Oh, absolutely. There’s no doubt about it. I mean, those groups that you mentioned and many more are winning some of the biggest teams on the street. I mean, if you pull up a run-of-the-mill advisor hub article, for example, you’ll see as many of those RIAs win significant businesses as you will their broker-dealer counterparts, partially in my opinion, due to the massive valuations these firms are fetching. And it’s much more of a partnership in the sense that joining a Crescent or a Wealth Enhancement Group, as you mentioned, you’re a part of a boutique group of maybe a couple of hundred very sophisticated high-producing advisors all playing under the same banner, all rowing in the same direction, and that creates substantial growth. Louis Diamond: Exactly right. I think two other things to me that’s driving the legitimacy or the growth of the RIA segment, there’s so many different outsourcing solutions that have popped up, whether it’s more of a… We’ll say a bundled or a package outsourcing solution through firms like Dynasty and Sanctuary. LPL has done a ton with having a shared services outsourcing model. So you have those. But you also have, I mean, probably 10 different firms I could think of that can be an outsourced chief compliance officer. You have tons of marketing agencies that specialize in helping RIAs. You have all these FinTechs popping up to support the RIA space. Really, it’s like anything and everything can be outsourced now. And even the big Wall Street banks like UBS, Merrill, et cetera, they’re attempting to sell and distribute product into the RIA space. Venture funds, private equity funds, anyone you talk to is trying to get a piece of the RIA space, which means there’s more product and platform availability than ever before. And I think it’s massive because one, it’s a catalyst for teams who say, “I love everything about the RIA world. I just don’t want to do it on my own,” or, “I don’t know where to start.” But also it means that they can look their clients in the eye and say, “Hey, not only do I have the same stuff that I had for you at XYZ firm, I can actually do more for you.” And even if you look at what the custodians are doing on the lending side now, Schwab owning a bank is massive and being able to facilitate mortgages, securities-backed loans, things that didn’t really exist in the past. I think it’s a very exciting time for advisors either that are independent or are considering the independent space because you have all these choices and it’s really like, “Choose your own adventure. Give me your top five things you want.” I’m sure it exists and we can find it and make it happen. And I don’t think we’d have the same confidence in that statement 5, 7, 10 years ago. Joshua Tomolak: I couldn’t agree more. That’s such a huge development is the marketplace of third party vendors in any kind of capitalism environment. There’s problems that people encounter and there’s really smart people that are trying to make a lot of money that go to market to solve them. And we’ve seen a ton of that over the last few years. Louis Diamond: Exactly right. Yeah, it’s like also… If an advisor looks around and says, “Hey, this is what I want,” and it doesn’t exist, oftentimes that’s a light bulb moment to be like, “Okay, I’ll go build it. I’ll do it on my own.” Whether it was Stewart Partners when they launched a number of years ago or Hightower, Dynasty, et cetera. They were all started by people that said, “Hey, I see a big gap in the ecosystem. Let’s create a business and raise capital to go solve it and then deliver this service to other like-minded advisors or business owners.” Honestly, it’s a treat to be able to watch all this happen in real time. We probably should have laid the groundwork with this next question, but I think it’s an important one. What’s the difference between a independent broker-dealer and an RIA? Really basic foundational. It sounds like the lines are blurred. There’s probably a lot of similarities. Advisors are successful in both. It’s not like one’s better than the other. How would you explain the differences, if a client of ours asked, “What’s the difference between an independent broker-dealer and IBD versus an RIA”? Joshua Tomolak: Get into the core of it. Again, the lines are blurred, and I’ll stay very high level on the strategic differences, but I like to use this example. I drive a Toyota Tundra. Really like the truck, gets me from A to B. Now, if I were getting to a point where I wanted a new vehicle, if I were to go get another Toyota Tundra because I really like a lot of aspects of it, but I want the one with the bigger screen and the bigger tires and the power seats, and I have rolled down windows because I have a fear of drowning. But if I want a lot of the bells and whistles, but I want to keep the foundation, that’s what I align to a independent broker-dealer to independent broker-dealer. You like the foundation of everything all under one roof. You like a lot of the resources, but you have some meaningful frustrations and you want to see if another provider in the market can solve for those or you can upgrade. If I instead, Louis, decided that I wanted a sports car or a Jeep Wrangler or something, I would be looking at a different category altogether. That’s how I articulate the platform space. They provide the same services and support in many cases that an independent broker-dealer does, think of marketing and a tech stack and regulatory oversight and a fellowship in a community, but they’re built on an RIA TC registered chassis. They’re typically far more customized so you can shop the street to get a lot more of the things that you like, though you are walking away from maybe some of the things that you’ve liked in the independent broker-dealer model. So I guess that’s the highest level I might explain it, just a little bit more minutia in any broker-dealer is going to be a FINRA registered, FINRA member broker-dealer. So they’re subject to the FINRA rules, which basically means it’s the compliance interpretation of those rules that they have to follow. So LPL’s rules may be slightly different than Cetera’s than Ameriprise’s because it’s based on their interpretations of the rules. In the RIA space, everybody really operates on the fiduciary standard. So it’s just a different lens that from a compliance standpoint, business is looked at. And a lot of people would make the argument that it’s just easier to get things done when you’re looking at something from that lens. I might’ve gone too compliance nerd on you there, but I’d be curious what you think some of the major differences are. Louis Diamond: Yeah, I think that’s right. I mean, it sounds like if you’re in the RIA world in some capacity that you as the advisor or business owner are going to have a little bit more control and autonomy and flexibility. One, do you think that’s true? And what are the reasons why that is? Is it platform? Is it strictly just compliance is easier? What are the different ways that an RIA would have more or less flexibility than someone who’s with an independent BD? Joshua Tomolak: Yeah, I think it’s overwhelmingly true, but it certainly depends on your business. Within most RIA platforms, you’re going to be one of a couple dozen, maybe a couple hundred, where you’re going to have people within that firm that really know your business. So the experience in getting things done is much less about, “Can I do this,” or, “Can I not do this?” And it’s, “Louis, I understand you asked for this. We’re going to run into these issues, but let’s figure out how to get to yes.” So it’s far more curated by people that are not operating on black and white rules and can actually figure out how to get to yes for your business. The other thing I would say is that most significant RIA platforms have multiple custodial options. So many times you’ll see as few as two or as many as five. So if an advisor or a team is trying to bring on a new piece of business or do something creative, that might be something they can use a different custodial relationship to accomplish. It might be something that Goldman Sachs does really well but is in its infancy at Fidelity, or it might be international business that’s approved on Pershing’s platform but not Schwab’s platform. So the RIA partner that you’re with can really look at those custodians agnostically and say, “What’s the best home for this business? What’s the best way to get this done for Louis?” There’s a couple examples of where I see the flexibility in practice. Louis Diamond: Yeah, I think one more too would be the concept of being able to shop the street. I’ve heard it described as becoming a buy-side advocate for your clients versus being a professional seller. So meaning, if I’m affiliated with an RIA or I’m operating my own RIA, there’s no selling away like there is at a wirehouse or at certain BDs. So if I have a client who’s trying to get a $10 million loan for a new building that they’re breaking ground on, if I’m at UBS, Merrill, Morgan Stanley, captive to a BD, I can go to my firm and say, “Hey, this $10 million loan, here it is. What are the terms? What are the rates? Will you take on this business?” And the firm will say, “Yes. No. Yes, here are the terms. Here’s the caveats, et cetera.” But it’s a very closed market process and an advisor has to live and die by what their firm says. Versus in the RIA world, it’s, “Okay, I have relationships with nine different banks and I can go to these different banks and private credit funds and whoever and really create either an option process for my client or really just help them in a fully agnostic open way.” And we see the same thing when it comes to alternative investments. No one at a wirehouse, let’s say, is complaining that they don’t have enough alts that they can offer clients. Those firms have done an amazing job with really boiling the ocean and having tons and tons of options for private investments, hedge funds, et cetera. But if you’re in the RIA world, you can take it to the next level and say, “Hey, this $3 million startup company that my friend is starting, I’m going to help them raise capital,” or, “My client wants to get a syndicate of investors together to have a direct investment into a qualified opportunity zone fund that they’re starting. Let’s do it when we can advise on it.” So it really expands what an advisor is able to do on behalf of clients. Like to me, that’s the most interesting or exciting part of the RIA model. You can get some of that within the BD world, but to me, when an advisor’s business becomes more sophisticated as far as what their end client’s needs are, it tends to translate better to the RIA world than the BD world. Not to say there aren’t ultra-high net worth focused advisors at BDs, but because of that additional flexibility, autonomy, customization, et cetera, that speaks more RIA. So again, absolutely not down at all on the independent BDs because I think there’s a massive home for them. Josh, let me turn it back to you. I’m rambling now. Give me the pitch for an independent BD. What are the things that are misperceptions that people have? What are the advantages that an independent broker dealer like an LPL or a RayJ or a Cetera have over RIAs or over other models in general? Joshua Tomolak: Absolutely. And I’d say I’ve learned more over the last six years from some of your ramblings than most people learn in an MBA course, so keep doing what you’re doing. But it’s funny being in this position now, having spent so much time sort of selling against the IBD model within TD Ameritrade, but what I’ve learned is it’s a good home for everybody. And a lot of times the advisors that they’re entrepreneurial enough where they like having their name on the door, but they’re not so entrepreneurial where they want to build everything out themselves, that’s where the independent broker dealers absolutely kill it. Their economics have gotten to a point where they’re really competitive. They offer transition capital that isn’t even going to be comparable in the RIA space unless you’re selling a minority share of your business. And you mentioned LPL, or we could really list all of the major ones, there’s not a department that they don’t have. It could be as nuance as finding 403(b) payroll slots or it could be as mainstream as fixed income or setting up events. There are all kinds of really neat departments that these all under one roof independent broker dealers have invested in. And a lot of times they make an effort to make you very much aware of all of the support because most people don’t use it. So I would say for the advisors that are looking to get their improved Toyota Tundra, then you can get probably 70 or 80% of what you want within the independent broker-dealer world. And you can also keep 20 or 30% of the stuff, maybe more that you really liked at your previous firm. So I think that’s where it really shines. I sometimes call it an incremental change rather than a transformational change. But for many advisors, incremental is really good enough if you get to keep the familiarity of how you’ve been doing business for the last 20-some years, but you’re able to get net improvement on the things that were really bothering you. Louis Diamond: Well said. Something that I’ve seen that’s been… I guess this could be either pro or con depending upon the advisor, but with some broker dealers, letting an advisor co-brand with them or really having a real consumer-facing brand, whether it’s, “I’m a franchise owner with Ameriprise,” or, “I’m independent through Raymond James,” or, “Running my own practice through Wells Fargo FiNet,” or, “I’m independent with Northwestern Mutual.” There’s definitely some brand cache or brand familiarity with some of those firms that may or may not be the same if you’re in the RIA world. So I would agree there’s a lot to like about the independent BD world and there’s a fit for people that is absolutely better with independent BDs than on the RIA side. Even if some people would say RIA is better, we’re cleaner, I wouldn’t say that. To me, it’s all about what an advisor’s goals are and then matching that up with what these firms do. And there’s never a perfect option. I jokingly say, “If there was a perfect firm, we wouldn’t be in business.” Every firm has their advantages or disadvantages. And depending upon where an advisor’s coming from, their style of business, their pain points, that’ll match up really well with on firm or one type of firm or one model than the other. Let’s pivot a little bit to the RIA world. A lot of your comments have been more about advisors affiliating or joining RIAs, this whole supportive version of independence concept. But what about advisors who want to go and start their own RIA? Either they’re leaving a captive firm and taking the entrepreneurial route and starting their own firm, or they’re leaving an independent BD to go start their own RIA. What do you see as some of the biggest misconceptions that advisors have about that move? Joshua Tomolak: That’s probably my favorite topic because there are the most misconceptions I think in this space. Louis Diamond: I’d agree. Joshua Tomolak: And I would say there’s 9 out of 10 conversations that I have with advisors and teams, they start off with the launching an RIA in mind or at least RIA curious and they want to understand what’s out there. And probably less than half the time do these folks end up actually launching their own RIA, which is okay because the ones that do are massively successful and they know they’re dang sure that’s exactly what they want to do. I think it gets a little bit romanticized sometimes that they’ll say, “Oh, I’ll just give Schwab a call,” or, “I’ll just give the custodian a call,” as if they were shopping independent broker dealers. That’s fine. You can do that and they will help you, but there’s quite a bit more to think about. And it’s not, in my opinion, the same as evaluating independent broker dealers. If it’s all right, I was taught the four pillars of the RIA model. I can go through that with you really quickly. So the way to think about the RIA space is in four pieces. And shout out to a friend, Eli Suarez, that taught me this years ago. The first pillar… Thinking of four pillars on a bar stool, if you will. The first one being administration. And this is your compliance, this is setting up your ADV, your LLC, all of your business formation documents. The second piece being technology, what do you actually want to use? Because the benefits of the broker-dealer world and the supported independent world is they’ve already built it for you. They’ve already paid for it and scraped their knees building it. In this case, you have to. And for some people, that’s really exciting to source financial planning software and portfolio management software and your CRM and tax software, et cetera. For some people, it just sounds like a huge headache. The third pillar being custodians. I have them third because you want to make sure that the right custodian can integrate properly with the technology that you’ve sourced that you’re passionate about. And then ultimately transition. What does a transition really look like? What are my legal and regulatory requirements? How does this work? What are the timelines? Things of that nature. So I guess I would say in closing that if those four things are things that you really want to own, then you’re in a really good position to consider an RIA launch. What do you think, Louis? Louis Diamond: I think that’s a great framework to break it down. Not just be like, “Okay, I can tolerate that,” or, “My team can do it,” but I think you have to be pretty excited about rolling up your sleeves and customizing and doing it yourself because in our experience, there’s a nominal differential between the economics of running your own RIA versus affiliating with an RIA or going to an independent BD. All the extra work and responsibility, you’re not really going to make it up, at least on the front end, on a higher net payout. So it has to be more about what the model means to you and having a vision that you don’t think anyone else can accomplish other than yourself. And looking at that crazy ever-expanding Michael Kitces’ FinTech map and there’s 500 different logos on it and being like, “Yes, that’s what I want. I want to go through this. I want to pick the seven pieces of my tech stack that work for me,” rather than getting, “Here’s the tech stack, take a demo, you like it, you don’t like it, take it or leave it.” To me, the two biggest misconceptions people have about the RIA world is one, “I’m going to have to be a full-time chief compliance officer,” and just that compliance is this boogeyman, this terrible, scary thing. In some ways it is. But the reality is most, especially startup RIAs will fully outsource compliance to a firm or they’ll hire a compliance consultant or firms that are big enough even will hire a CCO or repurpose someone on their team to be CCO. But compliance is much more streamlined and simpler than BD compliance. And ultimately, it’s compliance that’s being built for your business rather than compliance that’s being built for a publicly traded multinational company that supports 20,000 financial advisors. So I think compliance is always a big misconception. It’s definitely what a lot of firms will pry upon when they’re saying like, “Oh, you’re going to own all the legal and regulatory requirements. You could, but it’s definitely not a requirement.” And then I think another one is folks sometimes underestimate and overestimate the operational burden and how much work it is to start an RIA. Sometimes people just… They’re perfect for the RIA world, that’s their goal, but they get stopped in their tracks. They don’t really know what to do. But what we’ve seen, we said it earlier with so many different outsourcing solutions and different service providers that have popped up, if you have the fire in your belly to go build something, it doesn’t mean you’re doing it by yourself. I mean, that’s what firms like ours do. The custodians are very helpful. On the flip side though, I have seen advisors chasing payouts say, “Hey, I’m just going to go start an RIA because I want to make another 1 to 3%,” or whatever it comes to and they drastically underestimate what it really takes to build a successful firm. Joshua Tomolak: Exactly right. I think that’s my favorite one, Louis, overestimating and estimating the operational burden there is you could have the same conversation with two teams and it can go the completely different direction. Louis Diamond: Josh, let’s wrap here. I got one more question for you that I think is an exciting one, but give me three key trends or storylines that most people don’t know about or aren’t talking about that you’re passionate about or that you’re sharing with advisors or counseling today. Joshua Tomolak: Sure. This is the free advice portion. And I’ll tell you what, Louis, if it’s all right with you, I’ll give you two and I would love to hear one from you as well. The first one I’ve seen in both the independent broker-dealer and RIA space is the minority investor concept. A lot of folks will talk about the idea of taking chips off a table and starting to partially monetize your business. I think that’s all important, but what I’ve found is that a lot of advisors really want their partner, whether it’s an RIA broker dealer to help them grow. And that could be with M&A opportunities, that could be with traditional recruitment of advisors, that could be building a business plan. But the minority investment part really helps accelerate that for a lot of businesses because all of a sudden, not only are you cashing out a small part of your business, but you’ve just created an ally with the parent entity, it is now much more likely to help you grow in that capacity because they’re insulated from it and they profit when you profit. So I think it’s easy to be shortsighted and say, “Well, my equity’s going to keep growing. Why would I sell you a piece of this?” But I counsel folks often to really think about what that long-term strategic partnership is and making somebody a real equity partner rather than just a vendor that provides you with technology and regulatory coverage. The other one I’d say is that… And this one’s really important to me, that business formation is far more important than your assets under management. Said a different way, the way you build your business is going to make your business far more valuable than the number of dollars underneath your name. And what I mean by that is, just to use an example, a sophisticated, well-built, centralized, scalable and repeatable business, whether it’s an RIA with a broker-dealer that is going to fetch a far higher M&A multiple than a OSJ that’s five times the size that just has a bunch of 1099 independent advisors underneath the umbrella. What we’ve seen in the M&A space is that if you’re going to shell out 50, 60, $80 million for somebody’s business, you want to know that you have this business for the long term. So I would certainly counsel people that have been around maybe far longer than me to take a look at how you’re building this and put together a business plan on what those next 10 years should look like and not necessarily fall into the trap where your only revenue source is the override that you receive from a firm and then you in turn pay to the advisors on your team. Louis Diamond: Well said. I really like that line. We’d probably do a whole episode on what are the tips and tricks for building a business with the end in mind? Like the Covey quote, “Begin with the end in mind.” Transitions are like… They’re a bear. I mean, there’s no way to sugarcoat it. Advisors, when they hear transition, if you ask them, “Don’t think about it, give me your reaction.” “Terrible, risky, a lot of work. I’ll never do it again. My friend did it and it was terrible. What if my clients don’t come?” It’s all these negative emotions. And in many cases, I don’t blame an advisor because it is a big act. But to me, if someone is weighing making a transition, whether a wholesale business model change going from being an employee to being independent, going from being an advisor at an independent BD to starting an RIA, or even going independent BD to independent BD, it’s an opportunity if you rise to the occasion to build with this next act with intentionality. So whether it’s restructuring compensation for your team, converting people from 1099 to W2, putting in place new workflows, changing how investments, instead of it being each individual advisor doing investments to more of a centralized model, cleaning up workflows, really investing in data, investing in AI. It’s something that I think, again, we can have a whole episode on it, but I think it’s a great one. Build the business the right way. And obviously, businesses that are larger, theoretically, sell for more, but we’ve certainly seen businesses that are half the size of a larger one sell for a similar amount or more because they did all the right things and the larger one did the things that really turn off a buyer or detract from a valuation. Let me give you one more and tell me if you agree, but I think we’re in this moment when Altruist, the upstart, a new kid on the block custodian, they launched a basically tokenization of cash in a way to automatically agentically source or sort cash to the highest yielding money market. And you’re like, “This is fricking wonky. Louis, why are you telling us this?” I think this is an important one just to keep a watchful eye on. I have no idea how this is going to shake out, but really the biggest way that independent BDs or even custodians like Schwab and Fidelity really make money, it’s not on their overrides from practices or the admin fee or the custody fee. It’s really on net interest margin. So how much the broker-dealer or the firm is making on client cash and brokerage accounts relative to what they’re paying out the client. It’s essentially like free margin to these firms. And this concept, I think, has massive potential for disruption for the business model. Again, I don’t know what it’s going to look like, whether it means platform fees that are instituted at all these firms, whether it means certain models would be more beneficial than others, whether it means nothing’s going to change, which is probably the right answer given this industry. But it’s something to keep a watchful eye on just if your firm institutes a new platform fee or there’s a fundamental way in which your firm can no longer make money. How are they going to make it up? Are they now going to be uncompetitive? They’re not going to have as much scale or profits to invest in the platform. Is it going to cause even more consolidation in the industry? So to me, that’s the one pretty under the radar, pretty wonky storyline that I don’t think enough people are talking about, but has the biggest possibility for disruption across their space than anything I’ve seen in a while. Joshua Tomolak: Sure. That’s the whole iceberg. Not a lot of people are talking about it. It’s not poking out of the ocean, but it’s going to be continuously brought up. I think it’s a question that a lot of advisors are going to have to ask these firms. And at the end of the day, the firms aren’t the bad guys. They have to make money too to provide a quality product. So where the money comes from matters. Louis Diamond: Exactly. Josh, this has been awesome. I learned a lot talking with you and just having your objective consulting hat on what I think are really the differences between IBD and RIA and some of the key trends and storylines to watch has been instrumental. I’ll also give a plug that on our website and we’ll link to it in the show notes, we have a really helpful one-page reference guide going through the differences between independent BDs or IBDs and RIAs. So feel free to click on it. We’ll make sure it gets in your inbox. Josh, thanks again for joining us today. Joshua Tomolak: Yeah, thanks for having me, Louis. It was a pleasure. 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 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. IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. 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: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and go

Tax season looked different in 2026, and it's not just volume. In this episode, Damien Greathead and Penny Breslin unpack the real AI story inside accounting firms: a live test of Juno saved 25% of prep time, clients are submitting documents faster than ever, and AI meeting assistants are replacing manual notetaking. But the bigger conversation is about critical thinking. As AI handles more routine work, who's making sure your team can still spot the anomaly? Identify the conflict? Give a client a real perspective? Damien shares how Moneypenny is gamifying judgment, hiring non-accountants, and rebuilding firm roles around advisory rather than compliance. This is a practitioner episode — real tools, real results, real friction. If you're building or scaling a CAS practice, this one is essential listening.Thank you to our sponsors MoneyPenny, LLC. From bookkeeping and tax preparation to back-office support, MoneyPenny helps accounting firms increase capacity, improve efficiency, and grow with confidence. In This EpisodeWhy accounting firms are seeing earlier tax document submissions in 2025Live AI tax prep test: Juno delivers ~25% time savings, but still requires human reviewThe difference between OCR tools (Grunt Works, Shore Prep, 1040 Scan) and AI-layer toolsHow AI can find conflicting information across reports, workflows, and client communicationsThe 'trust but verify' mindset, and why anomaly-hunting beats confirmation-seekingGamifying critical thinking to keep accounting teams sharp in an AI-assisted environmentThe 80/20 rule: who will rise to the top as AI takes over routine tasksBuilding distinct firm roles: traffic cop, trusted advisor, tax expertWhy MoneyPenny is hiring data scientists instead of more accountantsConnect with the hosts on LinkedInDamien GreatheadPenny Breslin

Darius Mirshahzadeh sits down with Raj Sisodia, Co-Founder and Chairman Emeritus of Conscious Capitalism Inc. and New York Times bestselling author, to explore the origins of the conscious capitalism movement, the flawed assumptions embedded in modern business education, and Raj's powerful new book “Healing Leaders: 7 Steps to Recovery of Self”. Raj shares his extraordinary personal journey, from a small village in India without electricity to Columbia University and ultimately to co-founding a global movement alongside Whole Foods CEO John Mackey. The conversation spans the philosophy of human nature, the systemic forces working against conscious business, and the deeply personal inner work every leader must do to become truly effective and whole. In this episode, Darius and Raj will discuss: (00:00) Introduction and Guest Introduction (01:16) Raj Sisodia's Background and Journey (04:17) The Negative Consequences of Traditional Business Practices (05:42) The Pillars of Conscious Capitalism (06:54) The Origin of Conscious Capitalism and Its Founders (08:33) Challenges in Bringing Consciousness to Finance (10:35) Understanding Human Nature and Its Role in Business (13:47) The Wisdom Traditions and Conscious Capitalism (15:42) Egalitarian Roots and Capitalism's Evolution (17:01) Leadership and Systemic Change (18:23) Changing Education and Systemic Beliefs (22:23) The Current Moment and Future of Conscious Business (26:01) Power, Virtue, and Leadership at Scale (31:05) Scaling Conscious Business and Systemic Challenges (34:38) Personal Transformation and Leadership Healing (42:13) The Journey of Self-Healing and Inner Work (48:07) The Seven Steps to Self-Healing and Leadership Recovery (53:45) Where to Learn More and Final Thoughts Raj Sisodia is the FEMSA Distinguished University Professor of Conscious Enterprise at Tecnológico de Monterrey and Co-Founder and Chairman Emeritus of Conscious Capitalism Inc. He holds a PhD in Business from Columbia University and is the author of sixteen books, including the New York Times bestseller Conscious Capitalism and Firms of Endearment. A globally recognized thought leader in conscious business and leadership, Raj has advised leading organizations such as IBM, Walmart, Whole Foods Market, Siemens, and AT&T. Connect with Raj: Website: https://rajsisodia.com/  LinkedIn: https://www.linkedin.com/in/rajendrasisodia/  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us Fan MailYou can nail every case you practice and still get rejected.That's because firms aren't grading you on vibes. McKinsey scores you piece by piece – opening, structure, math, brainstorming, closing. Other firms use 3 buckets instead: structure, problem solving, communication.Either way, a 4 out of 4 in math won't save a 1 out of 4 in brainstorming. Firms want you solid across the board.In this episode, Namaan breaks down exactly what's being scored – and why doing 100 more practice cases won't fix a gap you haven't identified.Resources:Whether you're prepping for McKinsey's rubric or the 3-bucket system, Black Belt closes the gaps costing you the offerNew to case prep? Case Foundations is our free crash course on the basics – the starting point before scoring even mattersConsulting Deadlines:McKinsey, Bain, and BCG deadlines hit August 11 – 13 (and more are coming) – get interview-ready fast with Black BeltConnect With Management ConsultedCreate a free MC account or download the MC app (Apple, Android) to start your prep todaySchedule a free 15min consultation with the MC TeamWatch the video version of the podcast on YouTubeFollow us on LinkedIn, Instagram, and TikTokJoin an upcoming live event – case interviews demos, expert panels, and more

Peter Griffin is a Wellington-based technology journalist.

On this episode of the Woodard Report podcast, Heather speaks with Peter McCarroll about why accounting firms must treat AI adoption as a strategic business transformation rather than simply adding new software tools. Peter explains the pricing pressures threatening traditional compliance work, the need to redesign firms around advisory value and human relationships, and how reusable AI instructions and skills can help teams turn individual experimentation into shared, repeatable processes. About Peter McCarroll Peter McCarroll is a Chartered Accountant (NZ), CPA (Canada), and the founder of The AI Accountant — the only AI training and implementation platform built exclusively for CAS practices. He runs a full-service accounting practice at Fuel Accountants, where he has spent the past two years deploying AI across real client workflows. Peter helps accounting firms move from experimentation to operational transformation — not with theory, but with systems built inside a working practice. The AI Champion's Field Guide: What to Do Now, What to Ask For Learn more about The AI Accountant Learn more about Fuel Accountants Connect with Peter on LinkedIn Thank you to our show sponsor, Bill! Bill is the intelligent way to create and pay bills, send invoices, manage expenses, control budgets, and access the credit your business needs to grow, all in one platform. Learn more about the show and our sponsors at Woodard.com/podcast

The new Housing Affordability Act could reshape residential construction. In this episode of The CADDle Call podcast, we break down what eased permitting, loosened environmental review, and new manufactured-housing baselines mean for builders on the ground. We'll also touch on how limits on corporate home-buying could shift demand back toward new construction. With a 7-million-home shortage and prices up 54% since 2020, this bill directly affects project pipelines, regulatory timelines, and where the next building boom happens. If you work in residential design or build, this is the legislation to understand.

What happens when a veteran Big Law attorney leaves a traditional partnership to help build a law firm from scratch? In this episode, Zach speaks with Batya Nadler, Partner at Norm Law, about her decision to join one of the legal industry's most ambitious AI-native firms. They discuss how Norm combines experienced lawyers with legal engineers and AI agents, why repeatable legal workflows are the ideal starting point for automation, and how AI is changing, not replacing, the role of senior attorneys. The conversation also explores why client relationships remain the foundation of legal practice, what skills lawyers need to thrive in an AI-first world, and why Batya believes the future belongs to firms built around AI from day one. In this episode: Why Batya left Big Law to help build an AI-native law firm from the ground up How legal engineers and AI agents are transforming repeatable legal workflows Why senior lawyers remain essential, even as AI automates more legal work How Norm is rethinking the traditional law firm model around AI-native infrastructure What lawyers can do today to become AI-fluent and prepare for the future of legal practice   Subscribe to Zach's newsletter https://www.legallydisrupted.com/   Follow Zach on X Zach  https://x.com/ZachAbramowitz?lang=en   Follow Batya https://www.linkedin.com/in/batya-nadler-1ba85410     Engage Killer Whale Strategies https://www.killerwhalestrategies.com

European bourses began the session firmer despite sharp tech-induced losses in APAC. Oman is said to have presented to Iran a proposal for a joint regional mechanism to manage the Strait of Hormuz with "voluntary fees"; Iran is reportedly demonstrating 'flexibility' over Hormuz Strait operations.Crude futures are softer amid continued efforts to end the US-Iran war, and with the pause in strikes at day three. DXY was directionless throughout most of the morning before edging higher in recent trade, with the FOMC looming on Wednesday.Looking ahead, highlights include US ADP Employment Change Weekly, Goods Trade Balance Advance (Jun), Retail Inventories Ex Autos Advance (Jun), Wholesale Inventories Advance (Jun), Consumer Confidence, Atlanta Fed GDP (Q2). Supply from the US. Earnings from PayPal, Boeing, and Ford.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

In this episode of HFS Unfiltered Stories, Divya Iyer, Practice Leader at HFS Research, is joined by Tom Scazzafavo, Global Financial Crime Managed Services Leader, EY, for a candid look at why financial crime compliance keeps failing to deliver, and how AI is changing the equation. The conversation follows EY's recognition as a Horizon 3 Market Leader in the HFS Horizons Financial Crime Compliance Services 2026 report. Tom's diagnosis is pointed: institutions have poured money into compliance for over a decade, yet enforcement actions haven't fallen, because the investment was incremental rather than transformational. Firms layered new tech on fragmented processes, legacy systems, and inconsistent data, so spending rose while the operating model never changed. He traces it to three root causes: data trapped in silos, inefficient manual processes, and incentives that reward throughput over real risk reduction. Tom is clear-eyed about AI's reality, too, separating where it genuinely works today (alert reduction, entity resolution, and network analytics, and generative AI that speeds investigations) from where ambition outruns reality (fully autonomous decisioning and scaling across jurisdictions). His verdict: AI is powerful, but it's no silver bullet, and humans stay in the loop for a while yet. He shares EY's “AI trust and governance” approach, treating each agent like a customer in a KYC process, and closes with a sharp look ahead: criminals adopting AI as fast as institutions through synthetic identities and deepfakes, the rise of real-time payments and digital assets, and widening cross-border regulatory divergence. The through-line: financial crime is becoming faster and more networked, and the winners will be those who move to real-time, intelligence-led compliance.Learn more about the 2026 HFS Horizons: Financial Crime Compliance (FCC) in Financial Services - covering 15 providers: https://www.hfsresearch.com/research/hfs-horizons-financial-crime-compliance-fcc-in-financial-services-2026/

End chaos in your firm—300+ peers use this framework. Free video here: https://www.businessofarchitecture.com/framework If your firm can't move without you, this episode will feel uncomfortably familiar today. Rion Willard shares a talk he gave on how small practices can build teams that act with ownership, not constant supervision. It's practical, grounded, and aimed at the real pressure points that make good architects feel stuck. You'll hear a clear way to spot when "leadership" is quietly creating stress, slow decisions, and repeat mistakes. Rion also walks through a real client story that shows what changes when a firm shifts its structure, its conversations, and its expectations—without losing its design culture. If you want more freedom, stronger delivery, and a team you can trust, this one is worth your time. The subtle reason "help" can make you busier—not lighter A simple shift that changes how accountability lands in your office The one number that can reveal more than a year of guesswork

This is a very special episode of Compounders: number 100. To celebrate that milestone, my guests on the show today are Alex Rubalcava and Connor Sundberg, Managing Partner and Partner, respectively, at the early-stage VC firm Amplify LA. Alex and I have been friends for many years, and it is an absolute treat to finally get him on the podcast. Alex recently merged his firm, Stage Venture Partners, into Amplify, where Connor was already a Partner. In this intriguing conversation, we covered: The rationale for the merger of the two investment firms; How they expect decision making and sourcing to change going forward; The idea of focusing on companies that are tackling challenges that are different and hard; Their current views on the pre-seed and broader venture capital investment universe; and How the SaaS-pocalypse is and isn't impacting how they view investing in enterprise software companies.

Fresh from AALL in Cleveland, Greg reflects on a conference filled with legal information professionals who understand how technology performs under real working conditions. These librarians purchase products, train users, support law schools and courts, and often serve as internal advocates for legal technology. Their expertise makes vendor engagement especially valuable, yet major product announcements were scarce. Marlene balances Greg's conference report with stories from her hiking trip through Zion and Bryce Canyon, plus a brief comparison of Ohio and Utah karaoke culture.The conversation turns to the rapid growth of innovation attorney positions across law firms and legal organizations. Greg and Marlene describe these professionals as translators who connect legal practice, technology, workflow design, and organizational change. Firms are searching beyond traditional legal career paths for people who combine technical fluency with strong interpersonal skills. For law students and junior lawyers facing uncertainty around AI, these emerging roles offer broader career options beyond the familiar associate track.Marlene explores the growing use of AI personas and simulations for professional development. Deposition witnesses, opposing counsel, negotiation partners, and drafting reviewers now appear as interactive characters with distinct goals and behaviors. Lawyers receive a place to practice, make decisions, and receive feedback before working with clients or appearing in court. Greg connects simulation-based learning with legal fiction, including his Beyond the Model series, which uses a fictional law firm to explain AI systems, business pressures, and changes in legal work.The discussion takes a serious turn with a reported AI benchmarking incident involving an agentic model, a breached sandbox, and unauthorized access to Hugging Face resources in search of an answer key. Greg and Marlene examine the episode as a warning about containment, accountability, and excessive faith in technical guardrails. From there, they consider the renewed importance of knowledge management and security as AI systems gain access to documents, financial information, client data, and institutional expertise. Greg predicts growing attention around AI harnesses, structured software layers designed to guide model behavior and produce predictable outputs.Marlene closes with examples of AI moving into client intake, business qualification, and workflow decisions, including an AI legal receptionist designed for smaller firms. The larger shift involves moving beyond simple tool adoption toward redesigned workflows, staffing models, pricing structures, and client service. Token costs are creating immediate budget pressure, while clients are questioning which AI expenses belong on their bills. Greg and Marlene argue firms must connect AI spending with legal judgment, measurable value, and responsible delivery, rather than treating consumption as a proxy for progress.Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠Substack⁠[Special Thanks to ⁠⁠Legal Technology Hub⁠⁠ for their sponsoring this episode.] Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠⁠⁠⁠⁠⁠⁠Transcript:

Buying more leads won't build a category-leading law firm. Building a brand will. Trudy Emlaw, Chief Marketing Officer at George Sink Injury Lawyers, brings a rare perspective to law firm marketing after beginning her career on the media buying side at Fox Cable and Comcast before leading marketing as a media buyer and, later, CMO at Mike Morse Law Firm. In this episode, she explains how negotiating better TV rates, building specialist marketing teams, using data with confidence, and investing in long-term brand strategy transform marketing from a reactive expense into a true growth engine. You'll learn: Why negotiating TV advertising rates creates value beyond the initial media buy. How specialist marketing teams outperform generalists as law firms grow. Why tracking seasonality leads to smarter law firm marketing budgets. How top-of-funnel brand strategy lowers long-term client acquisition costs. Rankings is bringing together the absolute best in the business to share exactly what is moving the needle in personal injury right now. Don't wait. Get your tickets today at pimcon.org. Like what you hear? Hit Subscribe! We do this every week.  For more resources on how to dominate your market, visit us at Rankings.io. Subscribe to our newsletter and get the freshest news every Monday: newsletter.rankings.io Get Social! Personal Injury Mastermind w/ Chris Dreyer powered by Rankings.io is on Instagram | YouTube | TikTok

China attracted over 400 billion yuan ($60 billion) in foreign investment in H1, with nearly 4,800 foreign companies increasing investment and high-tech inflows rising 33.2%.

Send us Fan MailConsumer and retail consulting used to be one market. Now it's 4.Each lane pulls a different lever – growth, margin, or talent. Firms that used to compete on "we do consumer and retail" are getting picked apart by specialists who can prove which lever they actually move.In this episode of The Briefing, Japheth sits down with Namaan to break down the 4 lanes reshaping a $70B market, why AI stopped being enough on its own, and why private equity's longer hold periods are turning growth and profitability into the same conversation.If you're a firm leader trying to protect market position, win the talent war, or defend margin, this one's for you.Resources:Go deeper on the data:Want to see which firms are already winning in each lane? Check out our 2026 Consumer & Retail rankingWant to hear it straight from firms already competing in these lanes? Watch our Consumer & Retail panelGo act on it:If your firm doesn't have a 10-second answer to "what do we solve better than anyone else," grab time with Namaan – MC works with firms to shape how that answer gets told to candidates and PE sponsorsIf you're a candidate trying to figure out which lane to network into, Black Belt helps you match your profile and story to the right one, and you can see who's actually hiring on our job boardConnect With Management ConsultedCreate a free MC account or download the MC app (Apple, Android) to start your prep todaySchedule a free 15min consultation with the MC TeamWatch the video version of the podcast on YouTubeFollow us on LinkedIn, Instagram, and TikTokJoin an upcoming live event – case interviews demos, expert panels, and more

AI promised AEC marketing teams more speed. What it delivered was a mirror.Katie Cash sits down with Rachelle Ray, Head of AEC Marketing Innovation at OpenAsset, about what has genuinely changed in proposal production since AI entered the workflow, and what has simply been exposed rather than fixed. Rachelle brings a rare dual perspective, having led marketing and proposals inside an architecture firm before moving to the vendor side, and she is direct about where AI creates real value and where it introduces contractual risk that firms are not yet prepared to manage.Katie and Rachelle also discuss the guardrails firms need before rolling AI out firm-wide, from approved and prohibited language lists to structured training and review processes.Key Takeaways:Speeding up misaligned pursuits with AI does not save resources; it burns them faster.AI-generated proposal language can create real contractual risk without a review process in place.Firms that succeed with AI treat it as a firm-wide rollout, with training and guardrails, not a single toggle switch.The AEC marketers who thrive in the AI era will build data literacy, relationship intelligence, and systems thinking.Knowledge management, capturing what lives in people's heads, is becoming essential infrastructure for AI to work well.Connect with Rachelle Ray, Head of AEC Marketing Innovation, OpenAssethttps://openasset.com/https://www.linkedin.com/in/rachelle-ray-marketing/Connect with Katie:  https://www.linkedin.com/in/kacash/https://smartegies.com/ Rate, Review, & Follow on Apple Podcasts:We hope you're finding value in our AEC Marketing For Principals.  Your feedback is important to us and we'd love to hear from you. Here's how you can help.  Scroll to the bottom, rate our podcast with five stars, and select “Write a Review.”  Let us know what you found most helpful from this episode!  And if you haven't done so already, give the podcast a follow, and you'll be notified when new episodes come out.

John speaks to Sasha Knott about the rapid growth of remote work opportunities in South Africa and what it means for employers and job seekers. 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.

EP 430 — Investors are betting AI-native businesses will outrun traditional operators by stripping out human overhead.Ben Thompson argues that the real divide in business is now AI-native versus everyone else. Legacy companies are still structured with humans at the centre, while fast moving AI-native firms start with agents and add people only where judgement is required.This episode breaks down how AI-first businesses are built, why investors are pricing SaaS firms like they will not keep up, and what SMEs should actually do as AI shifts employment, recruitment and productivity. It also digs into UK and Australian policy choices that shape hiring.What You'll Learn in This Episode:• Build an AI stack that puts agents at the centre of operations• Rethink recruitment workflows using AI screening and interviewing• Spot where employment regulation increases risk for SMEs• Prepare for labour market disruption without panicking about automation• Understand how tax policy influences where founders build companiesThis episode is for founders and operators who want a grounded, practical view of how AI is reshaping work and where SMEs can still win.*For Apple Podcast chapters, access them from the menu in the bottom right corner of your player*Spotify Video Chapters:0:00 AI native businesses02:00 Early work, first jobs05:00 Building Employment Hero10:00 Employment complexity and trust15:00 Unions, awards and compliance22:00 AI replacing labour27:00 Building an AI stack33:00 Recruitment, screening and agents40:00 Remote work and scaling globally48:00 Tax, capital gains and policy55:00 Culture, work and incentives1:02:00 Business or BSWatch and subscribe to us on YouTubeFollow us:InstagramTikTokLinkedInTwitterFacebookIf you'd like to be on the show, get in contact - contact@withoutbs.com

Hosts Steve Lowery and Yvonne Godfrey interview trial lawyers Taylor Powell and Whitney Harrison about DHD Jessamine LLC v. Florence County, a Fair Housing Act case over a proposed 60-unit LIHTC affordable housing community in an unzoned “donut hole” parcel in Florence County.   CASE SUMMARY: After county officials initially supported the development, neighborhood opposition and a country club meeting preceded withdrawal of support, shifting objections (traffic, drainage, sidewalks), a special meeting to fast-track a development moratorium that was enforced before becoming law, and later rezoning to R-1 to bar multifamily housing. Plaintiffs pursued disparate treatment and disparate impact claims; the court granted summary judgment on the prima facie disparate impact prong. A jury trial featured streamlined exhibits, visual timelines, and expert testimony on disparate impact. On Nov. 5, 2025, the jury awarded $8.219M compensatory and $4M punitive damages; the case later settled for $10M.    GUEST BIOS Taylor Powell:  Originally from Charlotte, N.C., Taylor Powell brings more than a decade of legal experience to the Lesemann & Associates team. After graduating from The Citadel in 2006 with a B.A. in Criminal Justice and a Minor in U.S. History, Taylor attended Charleston School of Law and graduated in 2011. After law school, Taylor spent two years serving as the law clerk to South Carolina Circuit Judge Larry B. Hyman, Jr. in Conway, S.C. During his eight years at Lesemann & Associates, Taylor has helped his clients achieve successful results in wrongful death and catastrophic injury cases involving tractor trailer accidents, motor vehicle accidents, accidental shootings, drunk driving accidents, dram shop litigation against bars and restaurants, products liability cases against vehicle manufacturers and car dealerships, and cases involving negligent private security. Taylor has also secured significant settlements and verdicts for clients who suffered injuries resulting from improperly paved roads, dangerous homemade zip lines, dog bites, fireworks accidents, and more. Taylor has been directly responsible for securing and collecting more than $20 million in settlements on behalf of his clients. (READ MORE)   Whitney Harrison: Whitney delights in nuance, complexity, and unsettled law.  Having clerked in both of South Carolina's appellate courts, Whitney's seasoned instincts inform her appellate strategy from the start of every case.  As a key member of our trial teams, she anticipates and addresses legal issues at each stage of litigation while preserving the record for an appeal.  By treating every case as one that will involve a trial and an appeal, Whitney provides comprehensive courtroom advocacy. Whitney has tried multiple cases to verdict, as well as handled landmark cases involving civil, criminal, family, utility, and administrative law.  Firms across the state associate her to assist with complex motions, trials, and appeals.  Whitney has handled over fifty appeals—with issues ranging from constitutional challenges to corporate governance to novel law—before the Supreme Court of South Carolina and the South Carolina Court of Appeals. In January 2020, Whitney became the first woman to receive the South Carolina Bar's Trial and Appellate Advocacy Award.  The award—not given annually—“recognizes a member of the Bar who has demonstrated substantial dedication to the furtherance of the art and techniques of trial and appellate advocacy in South Carolina, outstanding and exemplary skill and conduct in the practice of advocacy, and has devoted substantial time and effort to the education and training of lawyers.” (READ MORE)   FIND A FAVORITE SPOT IN THIS EPISODE: 00:00 Podcast Cold Open 00:29 Meet The Hosts 01:13 Introducing The Guests 01:54 Taylor Powell Bio 03:04 UCLA Office And Softball 04:41 Whitney Harrison Bio 06:11 Prizewinning Pound Cake 07:11 Case Setup And Timeline 09:41 Fair Housing Case Overview 14:10 Verdict And Damages 15:08 Crafting The Opening 18:08 Explaining FHA Theories 21:06 Sponsor Break 21:51 Donut Hole Moratorium 26:56 Ordinance Readings And Enforcement 27:48 Trial Team And Appellate Strategy 29:30 Summary Judgment Strategy 31:39 Expert Testimony Impact 34:05 Humanizing The Development 35:50 Punitive Damages Surprise 39:32 Rare Jury Trial Stakes 45:02 Witness Order And Exhibits 49:40 Trial Tech And Impeachment 52:19 Klan Comment Sidebar 58:58 Closing Argument Masterclass 01:01:07 Wrap Up And Next Steps

As top AI firms race to develop a “superintelligent” agent — one that surpasses human cognition — are they prioritizing safety guardrails along the way? Not according to the Future of Life Institute's AI Safety Index, which reported that companies have gone back on their own promises to take a pause if their technology ever got close to certain risky points. Marketplace's Meghan McCarty Carino spoke with Sabina Nong, AI safety investigator at the Future of Life Institute, about what measures might ensure durable safety around AI moving forward.

As top AI firms race to develop a “superintelligent” agent — one that surpasses human cognition — are they prioritizing safety guardrails along the way? Not according to the Future of Life Institute's AI Safety Index, which reported that companies have gone back on their own promises to take a pause if their technology ever got close to certain risky points. Marketplace's Meghan McCarty Carino spoke with Sabina Nong, AI safety investigator at the Future of Life Institute, about what measures might ensure durable safety around AI moving forward.

End chaos in your firm—300+ peers use this framework. Free video here: https://www.businessofarchitecture.com/framework Risk sits at the center of every architecture firm, yet few talk about it clearly or honestly. In this episode, Rion Willard reframes risk not as something to avoid, but as something to understand, choose, and use well. Drawing from a keynote delivered at the AIA New York Center for Architecture, Rion explores why architects carry so much responsibility without matching authority or reward. He reveals how unseen pressures quietly erode profit, creativity, and firm growth. But avoiding risk creates its own danger. The episode challenges firm owners to rethink which risks drain energy and which ones unlock momentum, freedom, and agency. Through real stories from architects who stepped beyond convention, Rion points to a different path forward. One defined less by caution, and more by deliberate courage. If risk already feels heavy in your firm, this conversation may change how you see it. Why the risks you avoid may be costing you more than the ones you take The quiet reason creativity disappears inside "successful" firms How small, chosen risks can compound into real leverage and growth

Iran said it has suspended the implementation of the MoU, suggesting that the US had “violated” commitments within the framework; Brent +2.4%.US and Iran continued to exchange strikes; Iran killed two US service members in Jordan and one in Iraq. The US continued to target Iranian military capabilities. US is said to be planning for a wider war, according to a US official, cited by the Washington Post. APAC stocks were mixed; tech underperformance weighed on the KOSPI. European equity futures are indicative of a flat open. DXY traded steady; Antipodeans led the gains, whilst the CHF and JPY were flat. Looking ahead, highlights include Canadian Inflation (Jun), New Zealand Inflation (Q2).Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

Most professional services case studies fail to influence buyers. Jeff and Jason explore the biggest myths and explain how to create stories that build trust, reinforce positioning, and win business. The post Demystifying Case Studies: Why Most Firms Get Them Wrong appeared first on Rattle and Pedal.

In this episode, we explore the rapidly changing role of artificial intelligence in the tax and accounting profession. What began as simple AI-generated emails and content creation is quickly evolving into agent-based systems capable of performing real work across firm workflows.Drawing on conversations from industry events and firsthand experiences with firms and clients, we discuss why many believe we're at a major inflection point for AI adoption. Topics include the rise of AI agents, client expectations, the challenges of establishing a reliable "source of truth," and the growing need for governance, testing, and validation as firms automate sensitive processes.The discussion also tackles one of the profession's biggest questions: How do firms preserve professional judgment and develop future talent when more routine work is handled by AI? From structured versus unstructured data to workflow transformation and client service, this episode examines where AI is delivering value today—and where human expertise remains essential.Key topics include:The transition from AI experimentation to AI-powered workflowsWhy agentic AI could transform tax and advisory servicesRisks of overtrusting AI-generated outputsData security, governance, and quality control concernsThe role of professional judgment in an AI-enabled futureHow firms can balance automation with client relationshipsWhat tax season 2027 could look like as AI adoption acceleratesThis conversation offers a practical look at the opportunities, challenges, and realities facing firms as AI moves from novelty to necessity.

The national multifamily picture kept improving in the week of July 12, with occupancy firming to its best annual comparison in recent weeks. As of July 12, the average U.S. occupancy rate was 94.37%, up 9 basis points from the prior week and down just 17 basis points from a year ago, the narrowest annual occupancy gap in the recent stretch. The leased percentage was 96.45%, up 8 basis points on the week and down 78 basis points from last year. Leasing velocity held steady. The average number of leases signed was 2.1 per property last week, flat from the prior week, and down 0.6 per week compared to a year ago. The annual gap was essentially unchanged from the prior week, so demand is holding its ground against last year rather than gaining, even as occupancy continues to firm.Net effective rent edged higher. NER rose 0.1% on the week to $1,760, and annual NER growth for new leases improved to negative 1.5%, up from negative 1.6% the prior week. Rents are grinding back toward last year's level, with the annual gap narrowing for a second straight week. The range across the country remains wide, with several coastal markets posting solid positive annual growth while much of the Sun Belt is still working through negative territory.RevPAU was $1,661, up 0.2% on the week, with the annual comparison improving to negative 1.7% from negative 1.9% the prior week. With occupancy firming and rents edging up together, revenue per available unit is making steady progress against last year. For operators, the read this week is constructive: the improvement that resumed after the July 4 holiday is holding, and the year over year comparisons keep tightening as we move through July.Explore our webpage for more insights and resources:https://bit.ly/Radix_Website

Host Jeremy C. Park talks with Betsy Wright, Partner, and Brandon Holley, Regional Vice President of Sales with IT Solutions, who both highlight how the company has become one of the fastest-growing IT firms with 14 locations across the country and Canada, specializing in small to medium-sized businesses with 50-300 employees. The company focuses on managed IT services, cloud solutions, and strategic technology guidance, particularly in areas like AI, LLMs, and cybersecurity. Their key verticals include legal, healthcare, manufacturing, and financial sectors, with special expertise in compliance areas like HIPAA, CMMC, and governmental contracts. During the interview, Betsy discusses her transition from running a small IT company in Nashville, Tennessee, to merging and joining IT Solutions, which has more than 500 employees compared to her previous 25-person team. She highlights the company's culture of clear objectives, metrics, and accountability, noting how she has learned from her sales leader Brandon. Betsy emphasizes the benefits of having specialized experts across different areas like cybersecurity and AI implementation, which was a key reason for selling her company to provide enhanced client services that would have been impossible to achieve otherwise. Brandon emphasizes the importance of understanding client needs before implementing AI solutions, highlighting the need for secure and effective AI implementation while addressing data protection concerns. He identifies key trends including cloud adoption, cybersecurity, and maximizing ROI, while Betsy notes that new regulations like HIPAA changes and CMMC are driving compliance-related conversations with clients. The discussion focuses on the challenges of helping clients navigate these complex technological and regulatory landscapes effectively. Betsy and Brandon discuss the unique culture and support system at IT Solutions, emphasizing how the diverse team, spanning different experiences and locations, collaborates effectively to solve challenges and drive growth. They highlight the remote work capabilities and the team's ability to support each other and clients alike, particularly in the growing Middle Tennessee market. To learn more and connect with IT Solutions, start by exploring their website at www.itsolutions-inc.com or engaging on LinkedIn. Visit https://www.itsolutions-inc.com or www.PickITS.com to learn more and connect with IT Solutions.

Leslie D. Davis is the Chief Executive Officer of the National Association of Minority and Women Owned Law Firms, Inc. (NAMWOLF), a nonprofit trade association that connects preeminent minority and women-owned law firms with corporations and public entities hiring outside counsel. Before taking the helm at NAMWOLF in 2021, Leslie spent 25 years as a trial lawyer and rainmaker, made partner at three firms, and served as lead counsel in complex jury trials, bench trials, and arbitrations. She is also a certified transformational leadership coach, sought-after speaker, mentor, and longtime advocate for equity in the legal profession. Leslie earned her J.D. from the University of Iowa College of Law and her M.A. and B.A. in Journalism and Mass Communication from the University of Iowa. WHAT'S COVERED IN THIS EPISODE ABOUT HOW MINORITY AND WOMEN-OWNED FIRMS WIN CORPORATE WORK Minority and women-owned law firms have been fighting for a seat at the corporate table for decades. The barrier has not been a lack of talent or capability. Outside counsel decisions have historically been shaped by connections, relationships, and familiarity, making it harder for firms outside those established networks to compete for corporate work. NAMWOLF works to change that by connecting carefully vetted minority and women-owned firms with corporations and public entities hiring outside counsel. Its member firms are selected based on their reputation, experience, responsiveness, reliability, and ability to handle sophisticated legal work. The organization also creates opportunities for firms and in-house counsel to build real relationships while encouraging member firms to refer work to one another rather than compete for every opportunity. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Leslie Davis of NAMWOLF about how minority and women-owned firms win corporate work, why relationships remain central to outside counsel decisions, how NAMWOLF evaluates its member firms, and how the organization is responding to changing attitudes toward diversity. 2:51 - NAMWOLF's mission and the legal market it serves 4:30 - Why member firms collaborate instead of competing for every opportunity 6:50 - How NAMWOLF vets firms for sophisticated corporate legal work 9:06 - Creating relationships between member firms and corporate counsel 12:15 - Why Leslie left trial practice to lead NAMWOLF 14:21 - How litigation and rainmaking prepared Leslie for the CEO role  17:01 - Learning to lead professionals who are not lawyers 20:55 - Responding to the changing climate around DEI 25:04 - Staying focused when the conversation becomes a distraction 30:26 - Building real relationships that lead to business MENTIONED IN HOW MINORITY AND WOMEN-OWNED FIRMS ARE WINNING CORPORATE WORK NAMWOLF | LinkedIn Leslie Davis on LinkedIn Get connected with the coaching team: hello@thelawyersedge.com The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.  

Predictions about artificial intelligence often focus on job losses and shrinking demand for lawyers. Filevine CEO and co-founder Ryan Anderson and product manager John Rizner offer a sharply different forecast. Drawing on the Jevons paradox, they argue greater efficiency will make legal services accessible to more people, encourage deeper legal research, and create work once excluded by cost. AI might reduce the effort required for individual tasks while expanding the overall volume and ambition of legal representation.The shift holds major implications for the access-to-justice gap. Faster drafting, research, and document review would allow lawyers to serve more clients without sacrificing professional judgment. Anderson expects family law, immigration, bankruptcy, criminal defense, and employment litigation to experience some of the earliest growth. Motions, witnesses, and legal theories once abandoned over expense become economically viable, although courts face their own capacity crisis as more disputes and arguments enter the system.Rizner explains how Filevine's legal AI platform, Lois, applies machine learning to one of legal research's oldest problems: traditional citators often return different results. Lois combines citation graphs with semantic analysis to locate opinions discussing related legal doctrines even when no direct citation connects the cases. A panel of models then evaluates potential conflicts and produces a structured memo. The goal is richer legal analysis focused on the precise holding or proposition a lawyer needs, rather than a simple flag attached to an entire opinion.Accuracy still demands disciplined human review. Filevine organizes citation verification into three levels: confirming the cited case exists, determining whether the case supports the claimed proposition, and checking whether the authority is still good law. The conversation also examines Rizner's research into how different large language models approach efficient breach of contract. OpenAI, Google, and Anthropic models produced dramatically different recommendations, revealing embedded legal and economic preferences beneath seemingly neutral answers.The guests also explore how AI changes legal drafting, law firm economics, and the billable hour. Filevine's acquisition of Pincites, now Lois for Word, reflects Microsoft Word's continuing role as the shared language of legal documents, redlines, formatting, and negotiations. Efficiency does not automatically eliminate hourly billing. Lawyers might instead use saved time to produce more thoroughly researched arguments, stronger contracts, and work product approaching senior-level depth. Firms still need incentives rewarding efficiency rather than treating faster work as lost revenue.Looking ahead, Anderson and Rizner predict a proliferation of frontier and open-source models tailored to firms, individual lawyers, and specific client relationships. Legal teams will increasingly pair proprietary knowledge with selected models to produce highly specialized analysis. Yet model choice introduces jurisprudential bias, accuracy risks, and serious training concerns for junior lawyers. AI expands the range of available options, while experienced legal judgment decides which arguments deserve trust, which sources require verification, and which advice should reach the client.John Rizner Slides Filevine Primary Presentation - 2026Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠Substack⁠[Special Thanks to ⁠⁠Legal Technology Hub⁠⁠ for their sponsoring this episode.]⁠⁠⁠⁠⁠Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠⁠⁠⁠⁠⁠⁠ Transcript:

Matt and Nic are back with another week of news and deals. In this episode:  Strategy sells $216m worth of BTC Where does Strategy go from here with STRC? Kalshi's case faces the ban of sports contracts in NY TeraWulf signs a massive lease with Anthropic BonkDAO's legal hack Vanguard hires a head of digital assets Kraken wins arbitration against Mazars for de-auditing them in 2022 Vitalik lays out a new four year plan Polymarket's 5 minute BTC markets are being manipulated Content mentioned: Settlement Manipulation in Prediction Markets  

A compliant submitted by ​the Nigerian Press Organisation, which represents newspaper owners, journalists' unions, ⁠broadcasters and online publishers, has prompted the country's President Bola Tinubu to issue an investigation by the country's competition regulator into major technology companies over alleged anti-competitive practices and unauthorised use of news content. Growing influence of big-tech companies in Africa has sparked concerns over dominance in digital advertising, the use of news content without fair compensation, algorithms that control what people see, and the impact of artificial intelligence on journalism and copyright.Also, we take a look at a new Malawian National Action Plan that seeks to improve the rights of people with albinism in the workplace. We hear from Malawi's Bonface Massah, head of the Africa Albinism Network, who also lives with albinism.Presenter: Nkechi Ogbonna Producers: Ayuba Illya, Helen Oyibo and Blessing Aderogba Senior Producer: Bella Twine Technical Producer: Jonathan Mwangi Editors: Charles Gitonga and Maryam Abdalla

Every personal injury firm talks about the biggest recoveries they've obtained for clients. Steven Levin thinks that's the wrong conversation. When every law firm claims impressive verdicts, the firms that stand out are the ones clients believe are authentic, deeply specialized, and willing to think differently. Steven Levin is the Founder and Senior Partner of Levin & Perconti, a litigation-focused firm with 26 attorneys and 50 staff serving clients nationwide. The firm has built a national reputation handling nursing home abuse, birth injury, medical malpractice, wrongful death, and other complex catastrophic injury cases. In this episode, Steven explains why authenticity matters more than advertising claims, why saying "no" to the wrong cases strengthens your reputation, and why specialization changes everything—from staffing to case evaluation. He also shares how AI helps plaintiff lawyers become better strategic thinkers, why defense firms may struggle to adopt it, and how belief can ultimately change the value of a case. You'll learn: Why authenticity matters when every firm advertises high-value results. Why conviction during mediation influences the value of a case. What makes AI for lawyers a strategic advantage instead of just a productivity tool. How consistent culture shapes stronger litigation teams over time. Want your digital presence to match your courtroom authority? See how the team at Rankings helps elite personal injury practices win the long game at Rankings.io. Like what you hear? Hit Subscribe! We do this every week. If you want to keep learning from the best voices in PI, join us at PIMCON 2026. Buy your tickets now! Subscribe to our newsletter and get the freshest news every Monday: newsletter.rankings.io Get Social! Personal Injury Mastermind w/ Chris Dreyer powered by Rankings.io is on Instagram | YouTube | TikTok

The crew is joined by Selini Capital's Jordi Alexander to break down Open USD, the no-fee stablecoin from a 140-firm consortium spanning Visa, Mastercard, BlackRock, Google and Coinbase, all aimed at the Circle and Tether duopoly. Plus Saylor's new Digital Credit framework for MicroStrategy, the Ansem-fueled memecoin comeback, and ENS reigniting the “DAOs are fake” debate. Welcome to The Chopping Block – where crypto insiders Haseeb Qureshi, Tom Schmidt, Tarun Chitra, and Robert Leshner chop it up about the latest in crypto. Joining the panel “at the moment of max pain” is Jordi Alexander, CIO of Selini Capital. First up: MicroStrategy in crisis, with MSTR down about 30% in five days and STRC hitting $71, and Saylor's answer, a new Digital Credit framework with an 18-month cash cushion and a jumbo dividend hike to 12%. Then the headline story, Open USD: a no-fee stablecoin from a 140-member consortium including Visa, Mastercard, BlackRock, Google and Coinbase, built to break the Circle and Tether duopoly. The back half covers the memecoin comeback around the Ansem coin, and ENS reigniting the “DAOs are fake” debate after Nick Johnson single-handedly blocked a governance vote, before the crew debates whether consortia are just DAOs in a suit. Let's get into it. Listen to the episode on Apple Podcasts, Spotify, Pods, Fountain, Podcast Addict, Pocket Casts, Amazon Music, or on your favorite podcast platform. Show highlights