Podcasts about founding partners

Industrial Talk is talking to Todd Villarrubia, Founding Partner at Wealth Planning Law Group about "Getting your industrial financial house in order". The Industrial Talk podcast episode features a discussion on the importance of financial planning for industrial businesses, particularly in the context of rapid industry changes and cybersecurity. Scott Mackenzie emphasizes the need for financial Sherpas to help compress the time required for financial research and planning. Todd Villarrubia, a 30-year tax attorney and founder of Wealth Planning Law Group, introduces the concept of "Entrepreneurial Beast Mode," which includes business structures, estate planning, asset protection, succession, and taxation. He highlights the benefits of comprehensive financial planning and the role of his virtual family office in providing expert advice to clients. The episode also touches on the importance of storytelling and building trust in business relationships. Outline Barcelona Cybersecurity Congress Announcement Scott introduces the Barcelona Cybersecurity Congress, emphasizing its importance for cybersecurity professionals.The event is scheduled for November 3-5 in Barcelona, with networking opportunities and expert discussions.Scott mentions their own involvement in the event, including broadcasting and discussions on cybersecurity.The Propane Education and Research Council is acknowledged as the sponsor of the podcast episode. Introduction to Industrial Talk Podcast Scott reiterates the podcast's focus on industrial innovations and the success of industry professionals.The podcast aims to celebrate industrial heroes and their contributions to solving problems and improving lives.Scott introduces Todd Villarrubia, the guest for the episode, and the topic of financial planning for industrial businesses. Importance of Financial Planning in Industry Scott discusses the necessity of financial planning for industrial businesses, especially in a fast-paced industry.The conversation highlights the need for financial Sherpas to help compress the time required for financial research and planning.Scott emphasizes the importance of building relationships and trust in the business world, especially in the context of social media and online engagement.The discussion touches on the human element in business, the need for trust, and the importance of telling authentic stories to build relationships. Building Trust and Relationships in Business Scott stresses the importance of being real and vulnerable in business interactions to build trust.The conversation explores the challenges of standing out in a crowded online space and the need for consistent, authentic storytelling.Scott shares personal experiences of receiving unsolicited messages and the importance of demonstrating genuine care for others' success.The discussion emphasizes the need for long-term resilience and the importance of telling customers' stories to foster mutual success. Introduction to Todd Villarrubia and Wealth Planning Law Group Scott introduces Todd Villarrubia, the founder of Wealth Planning Law Group, and his extensive experience as a tax attorney.Todd shares his background, including his role as a founding partner and his work with high-net-worth families through Fountainhead Global.The conversation touches on Todd's personal life, including his role as a father and the recent birth of Scott's grandchild.Scott and Todd discuss the importance of perseverance and overcoming challenges, both in personal and professional life. Entrepreneurial Beast Mode and Its Components Todd introduces the concept of Entrepreneurial Beast Mode, an acronym for Business Structures, Estate Planning, Asset Protection, Succession, and Taxation.The discussion highlights the importance of each component in comprehensive financial planning for entrepreneurs.Todd explains the benefits of proper business structures, such as Section 1202 of the tax code, and the importance of tax liability reduction.The conversation explores the role of estate planning as the foundation for financial planning and the need for ongoing updates due to changing laws and personal circumstances. Engagement Process and Client Relationships Todd outlines the initial engagement process, including a comprehensive intake form and a client information questionnaire.The discussion emphasizes the importance of understanding clients' priorities and developing a tailored plan of action.Todd explains the value of flat fee structures and the efficiency of their firm in executing plans.The conversation highlights the ongoing nature of client relationships and the need for regular updates and reviews. Fountainhead Global and Virtual Family Office Services Todd discusses the establishment of Fountainhead Global and its role in providing fractional family office services.The virtual family office model allows access to a network of vetted professionals in various fields, including legal, financial planning, tax, risk mitigation, and business advisory.The discussion explores the benefits of having a team of experts available to provide specialized advice and support.Todd emphasizes the importance of proactive engagement and the role of the virtual family office in facilitating expert connections. Challenges in Financial Planning and Estate Planning Todd identifies the biggest challenge in financial planning as getting people to act on their plans, especially due to the reluctance to discuss death and disability.The conversation explores the emotional and practical challenges of estate planning, including potential divisions within families.Todd highlights the importance of addressing these challenges and the benefits of having a comprehensive plan in place.The discussion emphasizes the need for ongoing communication and updates to ensure that financial plans remain relevant and effective. Final Thoughts and Contact Information Todd shares additional insights for high-net-worth individuals, emphasizing the importance of implementing family limited partnerships and dynasty trusts.The conversation concludes with contact information for Todd and Wealth Planning Law Group, encouraging listeners to reach out for financial planning advice.Scott thanks Todd for his participation and reiterates the importance of financial planning for industrial businesses.The episode ends with a call to action for listeners to connect with Todd and take steps to secure their financial future. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! TODD VILLARRUBIA'S CONTACT INFORMATION: Personal LinkedIn:...

Growing faster doesn't have to mean becoming a settlement mill. The firms that scale successfully know exactly which numbers prove they're delivering better outcomes—not simply processing more cases. Thaddeus Wendt is the Founding Partner and CEO of Feller & Wendt, a multi-state personal injury firm with more than 120 years of combined experience and over $100 million recovered for clients. As the firm expands across Utah, Idaho, and Arizona, Thaddeus has built an operating model focused on speed, efficiency, and consistently achieving policy limit settlements without sacrificing client care. In this episode, Thaddeus explains the two KPIs his firm uses to measure quality, why reducing time on desk improves both client outcomes and firm cash flow, and how a radically different medical treatment strategy can accelerate case resolution while increasing settlement values.  You'll learn: What policy limit settlement rates reveal about the health of a personal injury law firm. Why reducing time on desk improves both client outcomes and contingency fee cash flow. When fast-track pain management outperforms the traditional treatment timeline. How in-house marketing teams and agency partners can work together to scale a PI firm. The operational metrics that help growing firms avoid becoming settlement mills. If you're ready to build a beast of your own, you can't rely on cookie-cutter campaigns. You need a team that knows the PI landscape inside and out. Head over to 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 following article of the AI Cloud & Data industry is: 'AI Copyright and Governance: Can Machines Own Creative Work?' by Luis Lopez Linaldi, Founding Partner, Solorzano Linaldi. 

The following article of the Tech industry is: “Digital Neutrality in 2025: Mexico's Tax Reforms” by Luis Lopez Linaldi, Founding Partner, Solorzano Linaldi.

The following article of the AI Cloud & Data industry is: “Mexico's Law Reform a New Map for Intellectual Property” by Guillermo Solorzano Leiro, Founding Partner, Solorzano Linaldi.

What if your financial advisor cared less about beating benchmarks and more about the family tree, mission, and life you're actually building? In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Tyson Ray, CFP®, CExP®, CIMA®, CEO and Founding Partner of FORM Wealth Advisors, who shares how an eviction notice on his family's fridge shaped a mission-driven approach to money. As the author of The Total Relationship and the forthcoming Total Succession, Tyson explains why real advisory work starts with family, occupation, recreation, and mission—not pie charts, past performance, or product pitches. He shares insights into scaling past a billion in assets, fixing painful missteps with clients and the team, and preparing both families and advisors for the next great wave of wealth transfer. Key Takeaways:→ How FORM Wealth Advisors structures reviews and planning to reflect the actual shape of a client's life.→ Why advisors stop selling last week's winning lottery numbers and start owning real-life responsibility for clients.→ How FORM Wealth Advisors serves every branch of the family tree and why that has been vital to the firm's growth. → Why cutting “smaller” clients can erode trust in a close-knit community.→ How inheritances split one large relationship into many smaller ones. Tyson Ray, CFP®, CExP®, CIMA®, CEO, and Founding Partner of FORM Wealth Advisors, has developed extensive expertise in investment management, financial planning, and business exit strategies, earning recognition from Forbes, Barron's, and AdvisorHub as a top advisor. Tyson also actively contributes to his community through philanthropic initiatives, including Children's World Impact.His journey began at Badger High School, where, as a sophomore, he invested $100 in mutual funds, sparking a lifelong passion for financial strategy. After graduating from the University of West Florida, he returned to Southern Wisconsin to launch his career in financial services. Tyson enjoys spending time with his wife and three children, as well as hunting, fishing, playing golf, and exploring the outdoors. Connect With Tyson:Website: https://totalsuccession.com/LinkedIn: https://www.linkedin.com/in/tysonray/

Long before Little River was landing on lists of the coolest neighborhoods on earth, Matthew Vander Werff was quietly buying it, nearly 80 properties at a time when the rest of Miami was still fighting over Wynwood.This week the Founding Principal of MVW Partners joins us to trace the whole journey: an Iowa upbringing, a detour through the film and hospitality worlds, a Columbia real estate degree earned at the worst possible moment in 2007, and the decade of patient assemblage that turned a forgotten industrial pocket north of the Design District into the epicenter of Miami culture. We get into the mechanics of buying a neighborhood without tipping off the market, his hand-picked approach to tenants, the $79.9 million deal with AJ Capital, and why he stayed on to keep running the place after selling the majority. Plus the restaurant bets that keep paying off, from Sunny's Steakhouse to Ogawa, the 10-seat omakase that brought a Michelin star to Little River, and building it all in partnership with his wife and co-founder, Ashley Abess.We poured a bottle of Samuel Billaud Les Grands Terroirs 2023 for this one, a Chablis with the kind of restraint and sense of place Matthew has spent a decade building into a neighborhood. It did not survive the episode.Connect with usWant to dive deeper into Miami's commercial real estate scene?

In this episode of Coffee & Cap Rates, Shimon Shkury, President and Founder of Ariel Property Advisors, discussed Ariel Property Advisors' Q2 2026 Multifamily Quarter in Review with Victor Sozio, Founding Partner, and Matt Swerdlow, Senior Director in Capital Services.The trio discussed the performance of the multifamily real estate market during the second quarter of 2022, including:Market Growth: The multifamily market totaled nearly $2.5 billion.Asset Class Performance:Free Market: This segment saw continued rent growth and strong investor competition. Manhattan and Brooklyn remain attractive for these types of assets.Rent Stabilized: This market faces significant struggles, with low trading volumes in outer boroughs like the Bronx, Queens, and Northern Manhattan. Factors contributing to this include a 0% rent increase, elevated interest rates and concerns regarding regulatory risks.Affordable Housing: Project-based Section 8 housing remains a premier asset class due to federal subsidies and stability. It represents about 10% of the overall transaction volume.Financing and Debt:For rent-stabilized assets, borrowers facing maturity are advised to engage lenders early to discuss potential modifications or extensions, as property values have changed significantly.Refinancing and acquisition financing remain available through agencies like Fannie Mae, Freddie Mac, and CMBS, with some deals achieving 70–75% loan-to-value ratios.Future Outlook: The speakers anticipate an active second half of the year, with a strong contract pipeline pointing toward sustained or increased transaction volume in the third and fourth quarters. Despite the challenges in the rent-stabilized sector, there is notable seller motivation to transact if debt-related issues can be resolved.Access the full report here.

The following article of the Policy & Economy industry is: “Mexico's 40-Hour Workweek: A Game Changer for Mining” by Ruben Cano, Founding Partner, CR Legal Partners Mexico.

AI is changing marketing faster than most businesses can keep up with—and restoration companies are no exception.In this episode, Michelle and Katie Harris, Founding Partner at Spot On Solutions, dive into how AI is reshaping marketing for service-based businesses, from content creation and search to Google Ads, video, customer engagement, and more.The answer isn't to panic—or ignore it. It's to get brave, start exploring, and learn how to use AI strategically.They also talk about why every company needs an AI policy, where human oversight still matters, and why authentic brand content and genuine human connection may be more important than ever.AI is moving fast. Your marketing needs to move with it.

AI is changing marketing faster than most businesses can keep up with—and restoration companies are no exception.In this episode, Michelle and Katie Harris, Founding Partner at Spot On Solutions, dive into how AI is reshaping marketing for service-based businesses, from content creation and search to Google Ads, video, customer engagement, and more.The answer isn't to panic—or ignore it. It's to get brave, start exploring, and learn how to use AI strategically.They also talk about why every company needs an AI policy, where human oversight still matters, and why authentic brand content and genuine human connection may be more important than ever.AI is moving fast. Your marketing needs to move with it.

Mildred V. Palmer, Founding Partner at Navigant Law Group, joins Jon Hansen on Let's Get Legal to discuss all manners of trusts, power of attorney, and answers questions from texters and callers. For more information, call (847) 253-8800 for a free consultation.

Mildred V. Palmer, Founding Partner at Navigant Law Group, joins Jon Hansen on Let's Get Legal to discuss estate planning, including how to handle unequal inheritance distributions, joint bank accounts, and protecting inheritances for a child during a divorce. For more information, call (847) 253-8800 for a free consultation.

The following article of the Energy industry is: 'How AI Data Centers Are Challenging the Electricity Grid' by Valeria Amezcua Santillán, Co-Founding Partner, Regenerative. 

Today's episode features guest host Michael Upshall (guest editor, Charleston Briefings) who talks with Russell Michalak, Library Director, Goldey-Beacom College, and Founding Partner, Inclusive Knowledge Solutions. Russell has been immersed in libraries throughout his life. His mother was a librarian, and he kept coming back to librarianship despite an initial rebellion to pursue a library career. He has worked in libraries of all different sizes, budgets and resources over the last 20 years. He also has a background in history and says history is important to study as it is present now in everything we do and provides context for current events, government, and politics and also helps when working with people to have an understanding of where people come from and learning empathy for how people come to different places.  In this conversation, Russell talks with Michael about a birthday gift he received at 10 years old that helped shape his career, the evolution of Goldey-Beacom College, and the challenges and innovations in library culture there. He also shares insights on how he sees the role of AI in libraries, the importance of building relationships between libraries and faculty, and the need for AI literacy among students. He says the democratization of access to AI tools and fostering a positive library culture are both very important. Social Media: The video of this interview can be found here: https://youtu.be/B4a4jz1Gg_U LinkedIn: https://www.linkedin.com/in/mupshall/ https://www.linkedin.com/in/russellmichalak/ Twitter: Keywords: #AILiteracy #AIInLibraries #Access #LibraryCulture #LibraryInnovation #GenAI #LibraryResources #ProblemSolvers #InformationProfessionals #InformationScience #AcademicLibraries #FutureOfLibraries #HistoryMatters #career #scholcomm #ScholarlyCommunication #libraries #librarianship #LibraryNeeds #LibraryLove #ScholarlyPublishing #AcademicPublishing #publishing #PublishingIssues #LibrariesAndPublishers #podcasts

Mildred V. Palmer, Founding Partner at Navigant Law Group, joins Jon Hansen on Let’s Get Legal to discuss the two certainties in life: death and taxes. She breaks down the taxes that can impact estate planning, including income, capital gains, estate taxes, and more. For more information, call (847) 253-8800 for a free consultation.

In the latest episode of BDO's Private Equity PErspectives Podcast, host Todd Kinney speaks with Eric Taylor, Founder and CEO of Trident, and Jeff Roth, Founding Partner of Bruin Capital, to discuss:How firms are finding risk-adjusted opportunities today — from technology-enabled diligence in traditional lower middle market sectors to infrastructure and services businesses powering global sports growthWhy upfront alignment with founders and management teams can help accelerate post-close execution, prioritize growth opportunities, and build trust when challenges ariseWhat investors are watching heading into the second half of 2026 and 2027, including DPI pressure, LP expectations, sports industry tailwinds, growing competition, and AI-related disruption

What does it take to become one of the most successful trial lawyers in the world? In this exclusive conversation, legendary attorney John Quinn joins Rebecca Zung to share the courtroom strategies, leadership lessons, negotiation techniques, and mindset that have helped him win some of the highest-stakes litigation battles. Discover how to make better decisions under pressure, build trust with clients, prepare for trial, negotiate from a position of strength, and develop the discipline and resilience needed to succeed in law, business, and life. Whether you're a lawyer, entrepreneur, executive, or someone facing a high-conflict dispute, this interview is packed with timeless wisdom on winning with leverage, preparation, and purpose. #RebeccaZung #JohnQuinn #TrialLawyer #Litigation #Negotiation #LegalStrategy #Leadership #Success #Courtroom #LawFirm #BusinessLeadership #HighConflict #Leverage #Attorney #WinningMindset

Ron Simon, Founding Partner, Ron Simon & Associates, joins John Williams to talk about how his firm specializes in food poisoning cases, the many cases they have handled against Taco Bell and Taylor Farms, the lack of transparency from Taco Bell and Taylor Farms, why his firm doesn’t file class action suits, and their representation […]

Ron Simon, Founding Partner, Ron Simon & Associates, joins John Williams to talk about how his firm specializes in food poisoning cases, the many cases they have handled against Taco Bell and Taylor Farms, the lack of transparency from Taco Bell and Taylor Farms, why his firm doesn’t file class action suits, and their representation […]

Ron Simon, Founding Partner, Ron Simon & Associates, joins John Williams to talk about how his firm specializes in food poisoning cases, the many cases they have handled against Taco Bell and Taylor Farms, the lack of transparency from Taco Bell and Taylor Farms, why his firm doesn’t file class action suits, and their representation […]

In this episode, Cody Askins sits down with Ali Moghaddam and Thomas Schultz, Founding Partners of Standing Room Only Marketing, to reveal one of the most effective ways insurance agents can consistently generate new clients—without relying on cold calling.

Aaref Hilaly, Partner at Bain Capital Ventures, and Chase Packard, Founding Partner at Marathon, talk with guest TITV Host Stephanie Palazzolo about Airtable's $1.3B acquisition. We also talk with The Information's Anita Ramaswamy about why a SpaceX-Tesla merger makes sense, Laura Bratton about enterprises building internal AI coding agents to complement Claude Code, and we get into AI interpretability with Goodfire CEO Eric Ho.Articles discussed on this episode: https://www.theinformation.com/newsletters/applied-ai/firms-like-coinbase-building-coding-agents-complement-anthropics-claude-codehttps://www.theinformation.com/articles/spacex-tesla-merger-benefit-shareholders-companiesSubscribe: YouTube: https://www.youtube.com/@theinformation The Information: https://www.theinformation.com/subscribe_hSign up for the AI Agenda newsletter: https://www.theinformation.com/features/ai-agendaTITV airs weekdays on YouTube, X and LinkedIn at 10AM PT / 1PM ET. Or check us out wherever you get your podcasts.Follow us:X: https://x.com/theinformationIG: https://www.instagram.com/theinformation/TikTok: https://www.tiktok.com/@titv.theinformationLinkedIn: https://www.linkedin.com/company/theinformation/Chapters:00:00 - Introduction00:01 - Airtable Acquired by Bending Spoons for $1.3B00:11 - Why a SpaceX-Tesla Merger Could Benefit Shareholders00:21 - Enterprise AI Coding: Coinbase & Shopify Diversify Beyond Claude Code00:29 - Goodfire Launches 'Silico' AI Interpretability Platform

August 4, 2026 ~ Chris and Lloyd are joined by Bernie Porn, Founding Partner and President of EPIC-MRA, to break down the latest statewide general election polling data. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Jon Sakoda of Decibel joins me to break down AI's impact on cybersecurity startups, venture funding, and why endpoint is the Super Bowl of cyber.Jon is the Founding Partner at Decibel, an early-stage firm backing technical founders in security and infrastructure. He started his career founding IMlogic, an IM security company acquired by Symantec, then spent over a decade at NEA working with companies like Cloudflare, MongoDB, and HackerOne before launching Decibel. We got into why he thinks AI is only magical if you have a magic power, why Decibel led a $100M seed into Ent, and where the firm is placing its next bets.In this episode:Why Decibel operates like the Navy SEALs next to the big platform fundsThe founder community model and finding the early believers among CISOsWhat separates the founders who finish now that AI lets everyone startEnt's $100M seed and the self-driving moment for endpoint securityTelling genuinely AI-native companies apart from AI washingAI eating venture capital and why cyber's best years are aheadOpen models, frontier labs, and why the cat is out of the bagThe agentic SOC, Dropzone AI, and driver assistance vs. self-drivingStartup consolidation cycles and being an N of oneHow buyers and job seekers should evaluate early-stage vendorsDecibel's next bets, from novel AI models to resilience and cyber insuranceChapters:0:00 Intro 0:32 Jon's background and founding Decibel 2:25 Big platform funds vs. specialized firms 3:56 Founders helping founders and early believers 6:22 Scaling beyond the early adopters 7:40 Who finishes the marathon in the AI era 10:19 Founders from outside cyber 12:21 Ent's $100M seed and the endpoint bet 14:53 AI-native vs. AI washing 17:04 AI is eating venture capital 18:55 Open models vs. frontier labs 22:41 The agentic SOC and Dropzone AI 26:03 Consolidation and the startup cycle 29:22 How buyers should evaluate young vendors 31:43 Decibel's next bets and cyber resilience 34:11 Game Day at Black HatConnect with Jon: LinkedIn: https://www.linkedin.com/in/jonsakoda/ Decibel: https://www.decibel.vcSubscribe for more conversations with security practitioners and leaders, and find my writing at https://www.resilientcyber.io

In this episode of The Association Insights Podcast powered by OnWrd & UpWrd, host Colleen Gallagher sits down with Candice Warltier, CEO & Founding Partner of CS-Effect, to explore how associations can use trusted voices to combat misinformation, educate new audiences, and strengthen their credibility in an increasingly noisy digital landscape.Drawing from CS-Effect's award-winning work with the American Association of Endodontists (AAE), Candice shares how a strategic influencer campaign helped counter myths about root canals by partnering with respected physicians, pediatricians, and healthcare content creators—not to promote products, but to deliver science-based education people could trust.

A recent AI security incident is raising new questions about how much control developers really have over increasingly advanced models. Tristan Harris, co-founder of the Center for Humane Technology joins the Rundown to explain how an OpenAI model under testing escaped its closed environment and hacked into another AI platform—an incident the company called unprecedented. Plus, he discusses why lawmakers are now pushing for stronger AI safety guardrails, and the growing debate over whether open-source or closed AI models are better equipped to prevent future risks. With 14 weeks remaining until the midterm elections, Republicans are making their case to keep control of Congress while Democrats push to capitalize on voter frustration with rising costs, tariffs, and President Trump's approval ratings. Meanwhile, both parties are grappling with internal ideological shifts and rising progressive voices, as the political landscape begins to shape for 2028. Founding Partner and CEO of Arc Initiatives and former battleground director for the 2024 Harris campaign, Dan Kanninen, joins the Rundown to discuss how swing district voters are responding to economic pressures, the growing impact of progressive factions within the party, and the path forward for Democrats heading into the midterms and beyond. PLUS, commentary by Jason Chaffetz, FOX News contributor and the host of the Jason In The House podcast on FOX News Radio.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

A recent AI security incident is raising new questions about how much control developers really have over increasingly advanced models. Tristan Harris, co-founder of the Center for Humane Technology joins the Rundown to explain how an OpenAI model under testing escaped its closed environment and hacked into another AI platform—an incident the company called unprecedented. Plus, he discusses why lawmakers are now pushing for stronger AI safety guardrails, and the growing debate over whether open-source or closed AI models are better equipped to prevent future risks. With 14 weeks remaining until the midterm elections, Republicans are making their case to keep control of Congress while Democrats push to capitalize on voter frustration with rising costs, tariffs, and President Trump's approval ratings. Meanwhile, both parties are grappling with internal ideological shifts and rising progressive voices, as the political landscape begins to shape for 2028. Founding Partner and CEO of Arc Initiatives and former battleground director for the 2024 Harris campaign, Dan Kanninen, joins the Rundown to discuss how swing district voters are responding to economic pressures, the growing impact of progressive factions within the party, and the path forward for Democrats heading into the midterms and beyond. PLUS, commentary by Jason Chaffetz, FOX News contributor and the host of the Jason In The House podcast on FOX News Radio.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

A recent AI security incident is raising new questions about how much control developers really have over increasingly advanced models. Tristan Harris, co-founder of the Center for Humane Technology joins the Rundown to explain how an OpenAI model under testing escaped its closed environment and hacked into another AI platform—an incident the company called unprecedented. Plus, he discusses why lawmakers are now pushing for stronger AI safety guardrails, and the growing debate over whether open-source or closed AI models are better equipped to prevent future risks. With 14 weeks remaining until the midterm elections, Republicans are making their case to keep control of Congress while Democrats push to capitalize on voter frustration with rising costs, tariffs, and President Trump's approval ratings. Meanwhile, both parties are grappling with internal ideological shifts and rising progressive voices, as the political landscape begins to shape for 2028. Founding Partner and CEO of Arc Initiatives and former battleground director for the 2024 Harris campaign, Dan Kanninen, joins the Rundown to discuss how swing district voters are responding to economic pressures, the growing impact of progressive factions within the party, and the path forward for Democrats heading into the midterms and beyond. PLUS, commentary by Jason Chaffetz, FOX News contributor and the host of the Jason In The House podcast on FOX News Radio.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of CharityVillage Connects, we examine what Canada's 2026 Spring Economic Update means for the nonprofit and charitable sector. Where do the federal government's priorities lie? Where does the care economy fit within Canada's future? Sector experts explore the opportunities and challenges ahead, including potential impacts on funding, regulation, service delivery, and community wellbeing. Tune in to The Spring Economic Update: Where Does the Nonprofit Sector Fit in Canada's Future? Meet Our Guests in Order of Appearance Nicole D'Aoust, Charity and Non-Profit Lawyer, Partner, McCarthy TétraultTyler Meredith, Founding Partner, Meredith Boessenkool & Phillips Policy AdvisorsArmine Yalnizyan, Economist and Atkinson Fellow on the Future of Workers, Atkinson FoundationDr. Susan Phillips, Professor Emerita, Philanthropy and Nonprofit Leadership, School of Public Policy and Administration, Carleton UniversityAbout your HostMary Barroll, president of CharityVillage, is an online business executive and lawyer with a background in media, technology and IP law. A former CBC journalist and independent TV producer, in 2013 she was appointed General Counsel & VP Media Affairs at CharityVillage.com, Canada's largest job portal for charities and not for profits in Canada, and then President in 2021. Mary is also President of sister company, TalentEgg.ca, Canada's No.1, award-winning job board and online career resource that connects top employers with top students and grads.Additional Resources from this EpisodeWe've gathered the resources from this episode into one helpful list:Spring Economic Update 2026: Canada Strong For All (Government of Canada, 2026)Registered Charity Information Return T3010 (Canada Revenue Agency)Charity Insights Canada Project (Carleton University)Million-Dollar Murray (The New Yorker, 2006)Dunn House Social Medicine Housing Model (University Health Network, 2026)Charities and Giving: Guidance CG-032 – Registered charities making grants to non-qualified donees (Canada Revenue Agency, 2023)Disbursement Quota Calculation (Canada Revenue Agency)Canada Strong Fund (Government of Canada, 2026)Build Canada Homes (Government of Canada, 2026)Learn more and listen to the full interviews with the guests here.#podcast #charity

Findings from a NACS consumer survey point to simple ways retailers can create a vibe and make their stores places that customers choose. Hosted by: Jeff Lenard About our Guest: Adam Rosenblatt, Founding Partner, Bold Decision Adam is one of the nation's leading political consultants sought after for his ability to help clients achieve victory through effective research-based strategies and messaging. He designs and executes cutting-edge quantitative, qualitative, and data analytics programs for campaigns as well as non-political clients like NACS.

„Du kannst es dir schlicht nicht mehr leisten, non-technical zu sein!“ – eine Ansage, die sitzt. Und wenn sie von jemandem kommt, die wie Theresa Hauck nicht nur Strategie-Background von BCG mitbringt, sondern als Founding Partner bei campus.five und Initiatorin des „Build Your AI Agent Day“ im Feld die Ärmel hochkrempelt, sollte man ganz genau hinhören. In der neuen Folge berichtet Theresa, warum es für C-Level und Führungskräfte im Mittelstand heute eben nicht mehr reicht, nur einen Prompt in eine Chatbox zu tippen. Theresa erklärt, warum wahre KI-Transformation tief an den Unternehmensprozessen ansetzt, wieso man ein Terminal verstanden haben muss und wie man Führungskräfte an einem einzigen Sonntag dazu bringt, ihre eigenen KI-Agenten zu bauen. Im Gespräch mit Christoph teilt sie außerdem spannende Anekdoten aus Kolumbien und blickt ehrlich auf den Standort Deutschland.

In the latest episode of BDO's Private Equity PErspectives Podcast, host Todd Kinney speaks with Eric Taylor, Founder and CEO of Trident, and Jeff Roth, Founding Partner of Bruin Capital, to discuss:How to approach sourcing in different corners of the market — from operator-led relationships with family-owned businesses to global networks across the sports ecosystemWhy conviction, sector expertise, and early relationship building can help sponsors move quickly while avoiding overly competitive processesWhere value creation actually shows up post-close, including management team alignment, KPI discipline, international expansion, revenue growth, and operational infrastructure

Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B.  In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future.  The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture.  Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.”  FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think

In this episode of The Brand Called You, Stephen Ibaraki speaks with Ronald C. Shon, President of Shon Group and Founding Partner & Co-Chairman of REDDS Capital.Ron shares the defining moments of his remarkable journey—from taking over his family's investment business at a young age to building a successful career across real estate, venture investing, technology, and philanthropy. He reflects on the lessons learned from his father, the importance of humility and lifelong learning, and how attention to detail has shaped his investment philosophy.The conversation explores why Ron recognized the transformative potential of artificial intelligence more than a decade ago, how AI is reshaping industries worldwide, and why responsible investors should pay close attention to emerging technologies. He also discusses value creation in real estate, opportunities in natural resources, community leadership, and the importance of staying curious throughout life.Whether you're an entrepreneur, investor, business leader, or technology enthusiast, this episode offers practical insights into leadership, innovation, investing, and preparing for the future.

Do you vent to ChatGPT during your divorce? Attorney Kirk Stange is here to advise you about why this is a bad idea. He is the President and Founding Partner of Stange Law Firm, PC. Since founding the firm in 2007, he has helped grow it into a multi-state law firm while overseeing strategic growth, operations, and leadership. A frequent legal educator and published author, Kirk has received numerous professional honors throughout his career.In this episode:Why divorcing spouses should think carefully before typing sensitive information into AI chatbotsThe types of ChatGPT conversations that could potentially create legal complications in divorce proceedingsSafe and productive ways AI can be used during divorceConnect With Kirk StangeWebsite https://www.stangelawfirm.com/ Facebook https://www.facebook.com/stangelawfirm X https://x.com/StangelawfirmInstagram https://www.instagram.com/stangelawfirm/ ►Please subscribe/rate and review the podcast on Apple Podcasts http://bit.ly/lastfirstdateradio or Spotify https://tinyurl.com/lfdradio ►If you're feeling stuck in dating and relationships and would like to find your last first date, apply for a complimentary 30-minute breakthrough session with me https://lastfirstdate.com/application ►Free Facebook for women https://facebook.com/groups/yourlastfirstdate ►My books: Becoming a Woman of Value; How to Thrive in Life and Love https://bit.ly/womanofvaluebook , Choice Points in Dating https://amzn.to/3jTFQe9 and Love at Last https://amzn.to/4erpj7C ►Apply for FREE coaching on the podcast! https://bit.ly/LFDradiocoaching ►Submit your dating dilemma to be answered on my podcast https://tinyurl.com/datingdilemma ►Group Coaching: https://lastfirstdate.com/the-woman-of-value-club/ ►Website https://lastfirstdate.com/ ► Instagram https://www.instagram.com/lastfirstdate1/ ► TikTok https://www.tiktok.com/@lastfirstdate1 ►Get Amazon Music Unlimited FREE for 30 days at https://getamazonmusic.com/lastfirstdate  

One year after the passage of the Working Families Tax Cut Act (formerly known as the One Big Beautiful Bill Act), states and providers are continuing to grapple with the biggest changes to Medicaid in a generation. Harsh P. Parikh, Partner, Nixon Peabody LLP, Lloyd A. Bookman, Founding Partner, Hooper Lundy & Bookman PC, and Anne Winter, Senior Managing Director, FTI Consulting, discuss CMS' June 1 interim final rule related to work requirements, the multi-state lawsuit challenging that rule (Massachusetts v. Oz), new eligibility and coverage requirements, CMS' May 22 state-directed payment proposed rule, the current status of the Rural Health Transformation Program, and how states are responding to Medicaid cuts.Watch this episode: https://www.youtube.com/watch?v=NYIU0YqseHYWatch Harsh, Lloyd, and Anne's episode from December 2025: https://www.youtube.com/watch?v=0vIviLRddzI Watch Harsh, Lloyd, and Anne's episode from September 2025: https://www.youtube.com/watch?v=JDYg4KZwL0M Essential Legal Updates, Now in AudioAHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Comprehensive members. Get all your health law news from the major media outlets on this podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast.Stay At the Forefront of Health Legal EducationLearn more about AHLA and the educational resources available to the health law community at https://www.americanhealthlaw.org/. 

In this insightful episode of The Brand Called You, host Stephen Ibaraki speaks with Thorsten "Thor" Claus, Founding Partner of the NATO Innovation Fund (NIF), venture capitalist, technologist, engineer, and educator.From dismantling discarded electronics as a curious child in Germany to leading investments across Silicon Valley and Europe, Thorsten shares lessons from a career spanning hypergrowth startups, global venture capital firms, and the pioneering NATO Innovation Fund. He discusses the importance of curiosity, servant leadership, supporting diverse emerging fund managers, strengthening transatlantic technology ecosystems, and balancing venture investing with hands-on engineering in advanced manufacturing.Whether you're a founder, investor, innovator, or lifelong learner, Thorsten's journey offers practical insights into building resilient organizations, embracing continuous learning, and creating meaningful impact.

Helen Calcraft believes the best creative work can't exist without joy. At a time when fear, AI, and constant change are reshaping the advertising industry, the co-founder of Lucky Generals joins Ryan for a thoughtful conversation about what leaders can do to protect creativity instead of stifling it. Together, they explore why saying no is sometimes the most important decision a business can make, how trust became the foundation of Helen's decades-long creative partnership, and what she learned from building not one but two successful agencies. They also discuss the challenge of letting go of day to day control, the surprising lessons Helen is taking from executive coaching, and why designing the next chapter of your life requires every bit as much intention as building a great brand.

What is wealth really for? In this episode of the Measure Success Podcast, Carl sits down with Tyson Ray, CEO and Founding Partner of Form Wealth Advisors, to discuss building wealth that creates a better life. Tyson shares lessons from his career helping business owners, a powerful experience in Israel that reshaped his perspective, and why financial success should always support purpose, relationships, and legacy. Together, they explore retirement, succession planning, giving while you're living, and how business owners can avoid spending their lives chasing more money without enjoying what they've built. Listen now for practical wisdom on wealth, leadership, and measuring success beyond your balance sheet. Connect with Tyson:  LinkedIn https://www.linkedin.com/in/tysonray/  Book Total Succession: https://totalsuccession.com/  Website https://totalsuccession.com/   

This time on Code WACK! In the United States, as many as 30 million people are affected by eating disorders, including many children and adolescents, according to Johns Hopkins Medicine. Eating disorders are serious mental health conditions that affect both mental and physical health.  How well does our corporate healthcare system respond to illnesses as complex as eating disorders? What happens when an insurance company decides treatment is costing too much, and pressures a patient to go home? Can your insurer really cut off coverage? And what if that decision turns out to be not just wrong, but catastrophic?  In "When Insurance Cuts Eating Disorder Care Too Soon," host Brenda Gazzar speaks with Lisa Kantor, Founding Partner of Kantor & Kantor, LLP, about what can happen when insurers end coverage before a patient is medically ready to leave treatment. This is part one of a two-part episode. Check out the Transcript and Show Notes for more!  And please keep Code WACK! on the air with a tax-deductible donation at heal-ca.org/donate.   

This time on Code WACK! In the United States, as many as 30 million people are affected by eating disorders, including many children and adolescents, according to Johns Hopkins Medicine. Eating disorders are serious mental health conditions that affect both mental and physical health.  How well does our corporate healthcare system respond to illnesses as complex as eating disorders? What happens when an insurance company decides treatment is costing too much, and pressures a patient to go home? Can your insurer really cut off coverage? And what if that decision turns out to be not just wrong, but catastrophic?  In “When Insurance Cuts Eating Disorder Care Too Soon,” host Brenda Gazzar speaks with Lisa Kantor, Founding Partner of Kantor & Kantor, LLP, about what can happen when insurers end coverage before a patient is medically ready to leave treatment. In “When Insurance Cuts Eating Disorder Care Too Soon,” host Brenda Gazzar speaks with Lisa Kantor, Founding Partner of Kantor & Kantor, LLP, about what can happen when insurers end coverage before a patient is medically ready to leave treatment. This is part one of a two-part episode. Check out the Transcript and Show Notes for more! And please keep Code WACK! on the air with a tax-deductible donation at heal-ca.org/donate.

After an accident, the first call from an insurance adjuster may seem helpful, but it can shape the outcome of a claim before an injured person understands their options. In this episode of Sharkpreneur, Seth Greene interviews Kevin Kaufman, Founding Partner and Attorney at Kaufman & McPherson Personal Injury Lawyers, who discusses how his transition from corporate law to a client-centered personal injury practice shaped his approach to advocacy, communication, and client reassurance. Kevin also explains how early legal guidance, trial preparation, and realistic expectations can affect the value and resolution of an injury claim. Key Takeaways:→ Injured people should be cautious about early insurance offers. → Insurance companies seek to resolve claims at the lowest possible cost.→ Trial preparation can strengthen settlement leverage. → Clients need clear explanations free of legal jargon.→ Community understanding can strengthen client advocacy. Kevin S. Kaufman graduated from Bridgeport High School in 1977, where he received a National Merit Scholarship, a full scholarship from Consolidated Natural Gas Company, and a West Virginia Achievement Scholarship. Mr. Kaufman completed his education at West Virginia University, where he earned a Bachelor of Science in Business Administration, an MBA, and a law degree. Upon graduating from law school, Mr. Kaufman accepted a position with Columbia Gas Transmission Corporation. Shortly thereafter, he was selected to work in the law department of the newly formed production branch, Columbia Natural Resources. In 1987, Mr. Kaufman left the Columbia system to form the Charleston law firm Pierson & Kaufman. He remained a partner in that firm and in its successor, Pierson, Kaufman & Stowers, until 1992. In 1992, Mr. Kaufman returned home to North Central West Virginia and established The Law Offices of Kevin S. Kaufman, which ultimately became Kaufman & McPherson, PLLC. Connect With Kevin:Website: https://wvattorneys.com/X: https://x.com/KaufmanMcPhers1Facebook: https://www.facebook.com/KaufmanMcPhersonPLLCLinkedIn: https://www.linkedin.com/company/kaufman-mcpherson-pllc/YouTube: https://www.youtube.com/@kaufmanmcphersonpllc

Michigan's K-12 education performance is a hotly discussed topic lately. But it's hard to make considerable improvements until you first address the teacher shortage. One lifelong educator has launched an organization focused on doing just that - building a more robust educator pipeline. Joining Chris to tell the story of Michigan's Educator Workforce Initiative is its Founding Partner & CEO, Jack Elsey!

This episode recorded live at the Becker's 23rd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference features Dr. Robert Norton, Founding Partner and Spine Surgeon, Florida Spine Associates. He shares how investing in leadership, building high performing teams, and staying adaptable are helping his organization navigate workforce challenges, drive sustainable growth, and prepare for the future of spine care.

This episode recorded live at the Becker's 23rd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference features Dr. Robert Norton, Founding Partner and Spine Surgeon, Florida Spine Associates. He shares how investing in leadership, building high performing teams, and staying adaptable are helping his organization navigate workforce challenges, drive sustainable growth, and prepare for the future of spine care.

This episode recorded live at the Becker's 23rd Annual Spine, Orthopedic and Pain Management-Driven ASC + The Future of Spine Conference features Dr. Robert Norton, Founding Partner and Spine Surgeon, Florida Spine Associates. He shares how investing in leadership, building high performing teams, and staying adaptable are helping his organization navigate workforce challenges, drive sustainable growth, and prepare for the future of spine care.

Stijn Schmitz welcomes Michael Gentile to the show. Michael Gentile is Strategic Investor & Co-Founder, Bastion Asset Management. Gentile remains very bullish on precious metals, maintaining a five-to-ten-year investment horizon. He argues that short-term volatility in gold and silver does not alter the long-term macro thesis driven by unassailable U.S. debt levels. With U.S. debt approaching $40 trillion and interest expenses potentially consuming 40% of government revenues, Gentile sees currency debasement as the only path forward, which favors gold. He notes that while central bank buying has driven gold's rise from $1,350 to over $4,000, mainstream investors still allocate only 1-2% of portfolios to gold, leaving significant room for a second wave of demand that could turbocharge prices. Gentile highlights a historic opportunity in gold equities, where producers are generating record free cash flow due to expanding margins—from $400 to $2,000 per ounce—while tech company free cash flow dries up. This undervaluation extends to junior miners, where he focuses on resource-stage companies with assets that can realistically become mines. He seeks companies trading at $20-$50 per ounce in the ground that could be acquired for $300-$500 per ounce as majors deploy their high margins. He stresses that most juniors will never become mines, so rigorous asset selection is critical. Beyond gold, Gentile discussed his first royalty investment in Silver Crown Royalties, attracted by its pure silver focus, cost-of-capital advantage, and ability to monetize byproduct silver from gold mines. He sees copper as having strong long-term supply-demand dynamics but finds better value in junior copper developers with buildable assets. He avoids niche commodities like tungsten due to unpredictable long-term pricing and stays away from short-term trading in oil and gas or fertilizer inputs, preferring deep, broad markets. Gentile announced a European roadshow in October, including a London conference featuring his top 20 portfolio companies. Timestamps: 00:00:00 – Introduction 00:01:05 – Bullish on Precious Metals 00:03:21 – Impact of Middle East Conflict 00:08:53 – US Government Debt Analysis 00:13:48 – Gold Trend & Value 00:15:40 – Gold Producers Opportunity 00:19:12 – Why Juniors Provide Leverage 00:24:52 – Recent Big Investments 00:30:10 – Silver Crown Royalties Position 00:34:47 – Silver Thesis 00:38:42 – Critical Minerals like Tungsten 00:42:33 – Oil and Gas Outlook 00:46:06 – Copper Market Analysis 00:51:15 – Coal and Other Commodities 00:56:21 – Roadshow and Newsletter Guest Links: LinkedIn: https://www.linkedin.com/in/michael-gentile-01028552 Website: https://www.bastion-am.com/ Mining & Metals European Roadshow: https://saturdaymorningmining.subscribepage.io/ Michael Gentile, CFA is Founding Partner & Senior Portfolio Manager at Bastion Asset Management. Before founding BAM, Michael was Vice President and Senior Portfolio Manager at Formula Growth Ltd for over 17 years. Michael co-managed the FG Alpha Fund (US SMid equity market neutral) between 2012 and 2018, co-managed the FG Focus Fund (US SMid long short strategy) between 2014 and 2018. Since leaving FG in 2018, Michael has been very successful investing in the gold sector also acting as Strategic Advisor and Director for several companies in the natural resource sector. Michael graduated with Great Distinction from the John Molson School of Business (Concordia University) with a Bachelor of Commerce (Finance) and received the Calvin Potter Fellowship from Concordia's Kenneth Woods Portfolio Management Program. He also holds the Chartered Financial Analyst designation (CFA)

Founding Partner at Cavalry LLC and co-host of the Ruthless podcast, Josh Holmes analyzes the rise of new Democratic Socialists of America candidates and the challenges this poses for the Democratic Party. He explains how the DSA has effectively organized and communicated its message, while Democratic leadership appears unwilling to acknowledge a shift in the party. Dana and Josh also explain what this could mean for Republicans in the 2026 midterms. Uphill Battle: Josh questions whether hyper-partisanship has gone so far that some politicians refuse even to celebrate America's upcoming 250th birthday.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

As the Iran war reshapes the Middle East and raises new questions about America's role in the world, Danielle Pletka and Julia Ioffe join moderator-in-chief John Donvan at the Cascade PBS Ideas Festival for a debate-esque conversation on U.S. foreign policy in President Trump's second term. From Iran and Russia to global stability and American leadership, they offer competing visions for navigating an increasingly volatile world.  Our Guests:  Julia Ioffe, Founding Partner and Washington Correspondent at Puck; Author of "Motherland"  Danielle Pletka, Distinguished Senior Fellow in Foreign and Defense Policy Studies at the American Enterprise Institute  Emmy award-winning journalist John Donvan moderates  Join the conversation on Substack—share your perspective on this episode and subscribe to our weekly newsletter for curated insights from our debaters, moderators, and staff.  Follow us on YouTube, Instagram, LinkedIn, X, Facebook, and TikTok to stay connected with our mission and ongoing debates.  Learn more about your ad choices. Visit podcastchoices.com/adchoices