Podcasts about founding partners

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.

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/   

The following article of the Entrepreneurs industry is: “Lessons on Corporate Governance Directly From Japan” by Ruben Cano, Founding Partner, CR Legal Partners Mexico.

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.   

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!

David Hornik is the Founding Partner of Lobby Capital, an early-stage venture firm built on concentrated, conviction-driven investing. Before founding Lobby, he spent 20 years as a General Partner at August Capital, where he was the earliest investor in Splunk and backed companies like WePay, Bill.com, and Fastly.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comIn this episode we cover:→ Why three out of four VC firms couldn't raise a fund last year — and why Lobby Capital did→ 2000 vs. today: the one structural difference that makes this AI cycle harder to navigate→ Dancing among giants — what it takes for startups to survive next to Google, Meta, and Microsoft→ The two deals that got away: LinkedIn, Uber, and the lessons that came out of missing them→ Why Lobby Capital passed on Airbnb's Series A — and has never used a formal voting system since→ Splunk and big data — betting on a problem nobody else was talking about in 2004→ The exit landscape: mega IPOs, a record M&A market, and why liquidity may not reach everyoneLinks:Lobby Capital: https://lobby.vcConnect with David on X: davidhornikConnect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - https://vc10x.beehiiv.comSubscribe on YouTube - https://youtube.com/@VC10XSubscribe on Apple Podcasts - https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986Subscribe on Spotify - https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQVC10X website - https://vc10x.comTimestamps:(00:00) - Preview (00:48) - Guest Introduction: David Hornik, Founding Partner at Lobby Capital (02:32) - Fundraising for Lobby Fund Two in a Tough LP Market (03:57) - Key Learnings from Fundraising: Fund One vs. Fund Two (05:45) - Comparing the Current Market to the 2000 Dot-Com Bubble (09:15) - The Current Sentiment-Driven Correction in AI Markets (10:27) - On Irrational Valuations and the "SaaS-pocalypse" (13:05) - Strategies for Startups: Finding a Proprietary Position (15:17) - Why Lobby Capital Avoids Late-Stage Special Opportunity Funds (16:45) - Learning from Passing on LinkedIn and Uber (21:23) - The Importance of Being Valuation Sensitive (24:15) - Backing Unconventional Founders and the Airbnb Miss (27:41) - The Splunk Investment: Solving a Real, Unseen Problem (30:16) - Lobby Capital's Conviction-Driven Model Without Formal Voting (32:45) - Building Psychological Safety with Founders Remotely (35:30) - The Current Exit Landscape: A Tale of Two Cities (39:03) - The Playbook for Supporting an Overwhelmed Founder (42:02) - Contrarian Take: The Real Opportunity is in Empowering Humans (43:45) - Rapid Fire Round Begins (43:58) - Investment Focus: Great People Solving Problems with Software (44:28) - Typical Investment Stage: First Professional Money In (44:45) - Why Lobby Capital Always Leads Rounds (45:42) - Typical Initial Check Size (46:08) - How Founders Can Get in Touch (46:32) - Where to Follow David and a Tribute to Om Malik

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

On Episode 914 of The Core Report, financial journalist Govindraj Ethiraj talks to Rahul Matthan, Founding Partner of Trilegal. We also feature bites from our recent Weekend Edition featuring Rajani Sinha of CareEdge Ratings, Somashekhar Vemuri of Crisil Ratings and Manas Majumdar of PwC.SHOW NOTES(00:00) Stories of the Day(00:50) Stocks Fall Again Because Of Monsoon Concerns Even As Rains Pick Up.(03:13) Electricity Consumption Spike Drives Up Industrial Output.(10:43) Most NRI Deposits Into New Schemes Expected From The Gulf Region.(14:02) Residential Sales Dropped 6% In Q2 2026 As Uncertainty Rules. (14:58) Why India Needs A Single Destination For Its Multiple Laws And Rules.For more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Youtube⁠⁠⁠⁠⁠⁠

In this Swisspreneur Briefing, ⁠Sophie Lamparter⁠, Founding Partner at ⁠Vitamin°C⁠, and ⁠Laurent Decrue⁠, Co-Founder and Co-CEO of ⁠Holycode⁠, join Silvan to discuss what the latest developments in AI and funding mean for Swiss founders.They look at Europe's dependence on American and Chinese AI models, why investors are becoming more cautious, and what falling seed investment could mean for the next generation of startups. The conversation also explores whether Switzerland could use its strengths in data security, deep tech, and infrastructure to build a more relevant position in the AI economy.The episode comes back to a familiar challenge: Switzerland has the talent, research, capital, and technology. What it still struggles with is turning that potential into companies that grow at global scale.The cover portrait was edited by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartportrait.io⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

Jason Fertitta – CEO & Partner, Americana Partners Jason Fertitta shares how Americana Partners grew from a $2.6B breakaway team to a $13B+ enterprise by focusing on ownership, enterprise value, strategic acquisitions, and long-term growth. In Summary Many advisors view independence as the ultimate objective: a chance to gain control, improve economics, and build a business on their own terms. For Jason Fertitta, independence was only the beginning. Louis Diamond speaks with the CEO and Founding Partner of Americana Partners about the firm's evolution from a $2.6 billion breakaway team in 2019 to a national enterprise managing more than $13 billion today. The conversation explores the decisions that fueled that growth, the mindset required to build long-term enterprise value, and why Jason believes advisors should evaluate success through the lens of net worth rather than annual income. Along the way, they discuss recruiting, acquisitions, private equity, professional management, and the tradeoffs that come with building something intended to outlast its founders. The Storyline The independent channel has matured. A decade ago, many advisors pursued independence primarily for greater autonomy, higher payouts, and control over the client experience. Today, a growing number are approaching the decision differently—viewing independence as a platform for building enterprise value, attracting capital, completing acquisitions, and creating businesses that can scale beyond the founders themselves. Jason Fertitta's journey reflects that evolution. When he and his partners left Morgan Stanley in 2019, Americana launched with approximately $2.6B in client assets and a vision to build a nationally recognized wealth management firm. Seven years later, the firm oversees more than $13B, employs roughly 100 people, operates across multiple markets, has completed several acquisitions, and brought on Lovell Minnick Partners as its first institutional investor. Throughout the conversation, Jason offers a transparent look at the realities of enterprise building. That includes reinvesting profits rather than maximizing income, hiring professional management long before it feels necessary, embracing acquisitions as a growth strategy, and making decisions based on long-term value creation rather than short-term economics. For advisors considering what comes after independence, the episode provides a practical framework for thinking about ownership, scale, capital, and the future value of their business. About the Build, Grow & Transact Series for Advisors Build, Grow & Transact explores what happens after independence. The series features advisors and firm leaders who viewed independence not as a destination, but as the foundation for building something larger. Some launched firms from scratch. Others scaled through recruiting, acquisitions, or strategic partnerships. Many eventually faced decisions around capital, ownership, succession, or liquidity. While every story is different, they share a common thread: a willingness to think beyond the transition itself and focus on creating long-term enterprise value. Through candid conversations with founders, builders, and industry leaders, the series examines the decisions, tradeoffs, and lessons that come with growing an advisory business into an enduring enterprise. For advisors contemplating independence, actively building a firm, or considering what comes next, Build, Grow & Transact offers a look at the paths others have taken—and what they've learned along the way. > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Americana grow from $2.6 billion to more than $13 billion? (06:16)Jason explains how a combination of organic growth, advisor recruiting, acquisitions, and long-term strategic planning helped accelerate the firm's expansion. Why do clients often do more business with independent advisors? (12:17)Jason shares his perspective on why clients frequently deepen relationships after an advisor leaves a wirehouse environment. What role have alternatives played in Americana's growth strategy? (14:40)The discussion explores how differentiated investment access can help advisors stand apart in an increasingly commoditized marketplace. When is it time to build a professional management team? (18:36)Jason explains why Americana invested heavily in leadership, operations, and infrastructure from the very beginning. Why did Americana bring in private equity capital? (25:16)A candid discussion about growth capital, M&A opportunities, and the decision to partner with Lovell Minnick Partners. How do you evaluate enterprise value versus annual income? (20:16)Jason offers one of the episode's most important lessons: building wealth through ownership can look very different than maximizing current compensation. What makes a successful acquisition target? (39:51)Jason outlines how Americana evaluates M&A opportunities and how acquisitions fit into the broader client experience. Is it better to build your own firm or join an existing platform? (45:40)The conversation closes with Jason's perspective on the trade-offs between launching independently and joining a scaled independent enterprise. Topics Covered Enterprise value creation Independence and ownership Organic growth strategies Advisor recruiting RIA acquisitions Private equity partnerships Professional management teams Alternative investments Family office services Building a national wealth management firm Key Takeaways Independence can be a starting point for building an enterprise rather than the final objective. Long-term wealth creation often stems from ownership and equity appreciation, not from maximizing annual income. Reinvesting profits into leadership, infrastructure, and talent can accelerate enterprise value. Organic growth and acquisitions can complement one another when supported by a clear strategy. Outside capital can be a growth catalyst when aligned with management's long-term vision. The most scalable firms are often built around client needs rather than predefined acquisition targets. Advisors have more options than ever before, ranging from building independently to joining established platforms. https://youtu.be/_12jZJFsi4U Quotable Moments “Even to this day, I don't make anywhere near the amount of income that I made when I was on Wall Street. But my net worth is up tenfold.” “If you want to create value for yourself and your partners and grow your balance sheet, you can do it in a much more tax-efficient way in the independent world.” “I've never thought about how much of the company I own. I've thought about what my slice is worth.” “We want to build something our children would be proud to say we helped create.” FAQs Why are more advisors viewing independence as a business-building opportunity? The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. How can advisors increase the enterprise value of their firms? Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. What role does private equity play in wealth management firms? Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. How do RIAs use acquisitions to grow? Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. Why are professional management teams becoming more common among RIAs? As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Is launching an independent firm always the best path? Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. Related Resources From Ex-Morgan Stanley Advisor to One of the Biggest Breakaway Stories of 2019 with Jason Fertitta (Podcast Episode) Intentional Growth: How Top Advisors Build Businesses That Last (Article) M&A Readiness Assessment (Tool) Guest Bio Jason Fertitta Jason is currently Chief Executive Officer / Founding Partner of Americana Partners. Jason was a Managing Director in Morgan Stanley's Private Wealth Division for eleven years. He joined Morgan Stanley in 2008 after six years with Lehman Brothers High Net Worth Division. Prior to joining Lehman Brothers, Jason worked six years for Texas Direct. Jason serves on the Board of The Good Samaritan Foundation and Endowment and the Houston Museum of Natural Science. Jason attended St. Edwards University in Austin. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and founding partner of Americana Partners. When Jason and his partners left Morgan Stanley in 2019, they started Americana with approximately 2.6 billion in client assets, and a vision that extended well beyond becoming a successful independent firm. Today, Americana oversees more than 12 billion, has expanded nationally, completed multiple acquisitions, built out a professional management team, and brought on institutional capital to support its next phase of growth. What makes Jason’s perspective valuable that he’s now experienced independence through several different lenses as a breakaway advisor, as a founder, as a builder of enterprise value, and now as the leader of a firm, actively pursuing acquisitions and recruiting talent from across the industry. We talk about the decisions that fueled Americana’s growth, why Jason has always viewed the business through a long-term lens, what changed when private equity entered the picture, and why maximizing enterprise value often requires a very different mindset than maximizing current income. For advisors who think independence is a destination, Jason’s story offers a look at what can happen when it’s treated as a starting point instead, so let’s get to it. Jason, thanks for coming back on our show today. Jason Fertitta: Pleasure to be here. Thanks for inviting me. Louis Diamond: You got it. Yeah, you’re our first guest in our new subseries, so you should feel honored. And I’m honored too, because the last time we had you on the show, Americana was about a year old, you’re navigating COVID, and all those challenges. But, for listeners who may not remember the episode, can you give us a quick version of the origin story of Americana, and what the firm looked like when you first launched it? Jason Fertitta: Yeah, I believe if I’m remembering correctly, I was in Colorado talking to you guys, and it was right after we launched, so that was a fun but stressful time. I think at the time that we launched, it was certainly the road less traveled. Most teams go from one wirehouse to another. We had an entrepreneurial itch. There was 11 of us that started the firm. We actually launched the firm from this exact building that we’re in here, but all of this was under construction. We were in temporary space one floor below on card tables, and pizza boxes, and all the things that you can envision when you think of a startup. But, yeah, we weighed all of our options in terms of going from one firm to another, staying where we were, and had a lot of talks with ourselves, and our spouses, and they were all very supportive. When you do something like this, you’re certainly scratching the entrepreneurial itch that I think is required for somebody that wants to try and build their own company. And I think we’re all satisfying that itch in different ways. We all had a lot of other outside business interests. I’m passionate about the restaurant industry, because it’s what I grew up in as a kid. And so, had opened some restaurants with some chefs that I really admire, and were doing things like that to scratch the itch, but there’s no other way to do it than doing that in your profession. And so, we decided to launch the firm. We also just felt like Texas being such a wealthy state, there really wasn’t a regionally dominant RIA from here. There’s a lot of big RIAs in the Northeast, and the Northwest, and the West Coast. And we just felt like Texas was ready to hopefully be able to support the concept of launching it from the state, and then expanding it out regionally and nationally from here. Those are all thoughts in our heads and dreams and we’ve worked really hard to get to where we are, but I think we’re in a great spot right now for another leg of growth. Louis Diamond: Amazing. I would say that plan has certainly worked out. When you were on our show last in 2019, the firm was at about 2.6 billion at time of launch. And now, I saw in news articles and your ADV, it’s north of 12 billion, but I’m sure it’s even larger now. Can you walk through just what’s the makeup of the firm today? How many partners and advisors? What’s the profile of the end client? What markets are you in, in and around Texas or around the country? Jason Fertitta: Yeah, so today we’re roughly a hundred employees, right at 13 billion in AUM. I would say we have six offices, Houston, Austin, Dallas, Midland, Beverly Hills, and Nashville. We have about 30 advisors, 30 financial advisors, and our average account size I would say is right around $20 million. That’s not a rule, it’s just the way it is. We have some wonderful accounts that are two or three million, and we have some great accounts that are well over a billion. And in terms of the makeup of the firm, since the time we’ve spoken, and we’ll get into this later, but we have run in private equity, we have about nine families that are owners of the firm with us. It’s really families, private equity, and employees. That’s the cap table currently. Louis Diamond: Very cool. As far as building the firm geographically, for the offices of Texas, that makes sense to your earlier comment about wanting to build a Texas dominant or a regionally dominant firm. But, how’d you land in Beverly Hills and Nashville? That’s a little bit different. Jason Fertitta: Yeah, it is. I think so much of where we’re going is secondary to who we’re partnering with. I think we would go anywhere in the country if we had the right partner in that city. We’re not necessarily saying we have to be in Atlanta. Let’s find the right partners in Atlanta. It’s more about, we found the right partners in Atlanta, so we’re going to Atlanta. And you meet these people everywhere. Everyone has their own Rolodex inside of our firm. Sometimes it’s an employee here that has a relationship with someone that wants to break away and be part of an independent firm. Sometimes it’s me. There’s a lot of golf DNA in our firm, so we’ve met a ton of people through the incredible game of golf. In fact, last weekend we just hosted our first Americana Cub Golf Tournament where we took over an entire club, and invited 40 strategic invitations to people that could be helpful to our firm. I would say it’s really just networking, trying to find like-minded advisors that were very big at putting the client at the center of every decision you make. A lot of times you’ll come across of an advisor that financially looks really good on paper, but they’re maybe not always doing what’s right by the client. We run from those situations. We’d rather have a financial advisor that perhaps statistically is inferior to that other one on paper from a P&L perspective, but we feel like it’s doing what’s right by the client in the decisions. And that’s usually the main factor for us in seeking out the right partners. Louis Diamond: I love that. And one of the premises of this new subseries of ours is about growing, and then, of course, recognizing that value through some sort of monetization. To me, the star of your show is your insanely impressive growth, which I would assume comes from both organic means, and also from inorganic, whether through M&A, or recruiting teams from your predecessor firms, or from other wirehouses. Can you talk a little bit about the breakdown of the two growth channels, and how you pursue both, organic and then inorganic growth? Jason Fertitta: Yeah. Well, I think organic growth, the preference for anyone that’s in our sea, because you don’t have to pay for organic growth. It’s just you have to expose your platform to potential clients, and it has to be differentiated enough for them to move assets from another firm to yours. And I would tell you, I think we do a really good job at that. We’ve built an incredible platform that has, and enables a financial advisor to have all the same arrows in the quiver that a big firm has. We’ve got an incredible alts department. We’ve got an incredible CIO that produces great research. We got incredible in-house portfolio managers, both in the core equity space, but then also the municipal bond space. We have an incredible external manager platform that has everything from cash management on steroids, to venture capital investing, to co-investing, to direct investments into companies. We have this really great platform. We also recognize that we want to grow through M&A as well, because there’s only so much time in the day you’re not willing to add more employees and more like-minded advisors to grow. We do both, to your point, we absolutely do both, and they’re both equally as important. On the M&A side, I would say it’s been responsible for half of our AUM growth over the last seven years, and the other half has been organic. And I think as we get bigger and bigger, that number’s going to not stay consistent. I would say that if we could grow our AUM organically by 10% per year, and then do five to seven acquisitions a year, combination of RIAs and Wall Street lift outs, I think those are good goals for us, and we’re off to a good start in trying to achieve those goals. Louis Diamond: I think if you pull off even half of that, I think your private equity sponsors, and investors, and employees would be very happy. Can we double click into the organic growth side? How do you view whether your growth rate changing organically since leaving Morgan to start the RIA? And if it has changed, what do you think are the things that are responsible for the faster growth, or slower growth if it’s slower than when you’re at Morgan? Jason Fertitta: One of the interesting secrets about being independent versus inside of a big bank is I think your clients will actually do more business with you if you’re independent. I didn’t realize that until we went independent. I had heard that before, but I was like, that may or may not be true. But, when we went independent, and every time we recruit a team from a big bank, the same thing happens. It’s like the clients are like, “What took you so long?” They’ve very much, for the most part … Now, that’s not every client, but most clients, I think prefer to be serviced by an advisor that’s conflict bringing the independent channel. There are other clients that might have a big investment banking relationship with a big bank, or something like that, like a business reason for not leaving. But, in terms of just being able to service the client from an independent channel where you’re a legal fiduciary, I think all the interest is aligned from client to service provider, and I just think it’s easier to raise money in this channel than it is at a bank. Louis Diamond: And you really think the types of clients you work with or just clients in general, the difference maker is really the conflict-free advice. Obviously, it sounds good, but I would argue that when you were at Morgan Stanley, your team was one of the top teams in the country, you had an amazing reputation, you’re probably giving similar quality advice then than you were today. How has that really manifested itself? Jason Fertitta: I always say I think you can have a great experience at a firm that is perhaps not the most prestigious, great firm in the country if you’re with the right team. And I think you can also have a horrible experience at a firm with a great reputation if you’re with the wrong team. It is my belief the most important thing from the customer’s perspective is who you’re working with. I appreciate your comments about our team, and we work very hard to deserve the reputation that you’re talking about. But, I also think that when you’re in the independent world, some of the things the banks do very well is they have great investment platforms, and a lot of due diligence in their products. I think when you’re an independent firm, you’re obviously, you don’t immediately have all of those same intangibles that a big bank has. I think it was very important for us to invest heavily into those departments inside of our firm to where we could be on some equal footing with Wall Street firms, and we have been. We have raised a lot of money for alternative managers. I think alternatives are a huge secret sauce that an independent advisor needs to have access to, because in a world where the public markets are getting more efficient and more commoditized, it’s very challenging to grow organically the way that we have without some secret sauce. And I think the secret sauce lies within the alternatives, because it’s very hard to differentiate yourself if you’re just trying to optimize someone’s public equity portfolio, and improve where they sit on the efficient frontier. I think that’s just a tough challenge. But, if you can mix in some truly differentiated alternatives where access is a big component of the value proposition, then all of a sudden, you’re bringing your clients something special, and something that’s unique. Louis Diamond: I really like that perspective. I think you’re completely right. I’ve always heard people say investments are commoditized, and it’s all about advice and planning, but I think the way you framed it about the ALFA essentially being worked out of it, so it’s the access, and it’s what you’re doing different on the investment side outside of the more basic or commoditized stuff that’s a difference maker. When you launched the firm, and I believe still today, Americana hired Dynasty Financial Partners as your infrastructure partner. Now that you’re significantly larger, you’re seven years into your independent journey, how does the relationship with Dynasty change, if at all? What do they do for you that you benefit from differently today than when you first launched? Jason Fertitta: Yeah, it would’ve been impossible for us to do what we did without Dynasty’s help. Dynasty has delivered for us in a meaningful way and they continue to. They’re a great partner. We definitely are developing our own sea legs as well, just because you have to just by virtue of the size that you get to. But, Dynasty, I think, has been incredibly innovative in terms of launching an investment bank and bringing … Dynasty’s brought us deals, which is incredible. Just in addition to being an infrastructure partner, they’ve actually provided us deal flow. They’re also, because they’re working with so many firms, you get in all sorts of situations as an independent firm, and to have someone to pick up the phone and say, “Here’s what we’re dealing with.” And they’ll say, “Oh, here are the three things you need to do. You either need to do it like this or this.” Just a lot of experience within Dynasty. I don’t know if we’re Dynasty’s biggest client or not, but I would say we’re certainly in their top three. We are looking to continue that relationship, and always having a relationship with Dynasty, but I would describe it as evolving, because our revenue is up 6X in the last six years. Louis Diamond: Amazing. That makes complete sense. The needs of the business when you are leaving a big firm is got to get the clients over, got to build the plane before it can fly, and understand how to do X, Y, and Z, to now, it’s enterprise building, and optimizing, and growing inorganically, so that makes complete sense, and very cool to hear that Dynasty has evolved or morphed the relationship to meet you where you are now. And to me, I think a big part of that is hiring professional management. That’s always a question we get. When am I big enough? When’s the right time to hire professional management, whether it’s a full-time CEO, a CFO, a COO, et cetera. I know in your case, fairly early on you hired Ron Thacker who was a regional manager from Morgan Stanley. I saw recently you hired a CFO, so you’re really professionalizing the leadership ranks. When did you know it was the right time to build a professional management team, and how did you think about that evolution? Jason Fertitta: We knew from day one that’s what we wanted to do. I think when you go independent, there’s a couple of different schools of thought. One school of thought is I can go independent. I’m not going to really have a boss. I’ll be my own boss. I may or may not grow the business. I’m going to run it in a way that’s lean. I might be able to have a little bit more of a take home because there’s not a third hand in the cookie jar in terms of the bank, and it’s a great lifestyle. I think that’s one school of thought and I think that’s great. That was not our school of thought. Our school of thought is we had a belief that in this country, there’s going to emerge five to 10 regionally dominant RIAs, and these regionally dominant RIAs were going to enjoy economies of scale, and they were going to compete with Wall Street. And in order to do that, we had to reinvest a lot of our profit into our business through building this management team that you’re referencing. Even to this day, I don’t make anywhere near the amount of income that I made when I was on Wall Street, but I’m not, and it’s because we’re building equity value, and we’re building something that will last, and we reinvest a lot of our cash flow into professionalizing the management team, and then being able to deliver on that promise to the financial advisors that are here that you’re going to have a platform, that when you walk in the room, you’re going to be able to compete with Wall Street. And so, that’s always been our goal, which is not necessarily everybody’s goal when they go independent, because it’s a lifestyle decision really. I work way harder today than I worked when I was at a Wall Street firm. Louis Diamond: It’s so interesting. Two threads I want to tug on from what you said. The first one is I think just the comment you made that you’re making less today when the business is significantly larger than it was when you’re at Morgan Stanley, you’re working harder. I think even that dynamic is going to feel like a shock to a lot of people, right? If you’re working harder, the business is doing six times more revenue than it was at Morgan Stanley, that doesn’t seem like a fair trade. How do you think about that relative to the equity value that you’re amassing? Was that always the plan, or is that just something you’ve leaned into as the firm has grown and scaled? Jason Fertitta: Well, the third component you left out is my net worth is up 10X- Louis Diamond: There you go. Jason Fertitta: … whereas if I would’ve stayed at a Wall Street firm, and so are all the employees here. If it’s about that, I can tell you that we checked that box. Americana is very valuable, and we’re happy about that. It’s really just about how you want to create that, right? If you want to create it through income, and pay a lot of taxes along the way, stay at the Wall Street firm. But, if you want to create value for yourself and your partners, and grow your balance sheet, you can do it in a much more tax efficient way in the independent world. And I’m light years ahead of where I would’ve been if I would’ve stayed at a Wall Street firm. Louis Diamond: I think that’s the coolest realization I think someone can have, right? We always say it’s like, what do you value more? Is it the short-term liquidity, or certainty of getting a big upfront recruiting deal at ordinary income, or staying where you are and keep making your 50% payout, take advantage of your firm’s retire in place program? And for many people, that’s what they value. But, for you, I think you very clearly and transparently articulated that, yeah, I might make less, but what really matters is my net worth. It’s how much I’m actually netting for my family in the long run. For people who want to play the long game, really buy into that concept, it sounds like following your path would be ideal, but it may not be for everyone. Jason Fertitta: It’s a much better path, and I’m living proof of it, and not only am I living proof of it, all of my partners are here, and everybody that owns equity in Americana is living proof of it. Louis Diamond: Amazing. You said you’re working more now than when you’re at Morgan. How has your day-to-day, or day in the life changed? What types of activities are you doing more or less of, and how do you balance everything? Jason Fertitta: Yeah, it’s hard to balance everything, it is. But, I would say that one of the unique things about Americana is the founders are all financial advisors. We aren’t consultants that came out of the consulting world, we’re financial advisors. I’m still a financial advisor. I still cover clients. I would say a third of my time is actually covering the house accounts here with some of my original partners. A third of my time is firm related stuff, and then, a third of my time is M&A, and that’s not only M&A, but helping the advisors that are here grow their business also. And so, I come across a lot of leads and opportunities. I’m not really taking them for the house account book or myself. I’m finding the right advisors that I feel I could service the clients the best, and then I’m flipping them to them and sitting second chair and I’ve seen some amazing growth to their businesses by just being able to send them leads. Louis Diamond: Yeah. I think that’s always like the tug of war for … I think most founders of RIAs in this industry, they were advisors themselves. They were the rainmakers, or they still are, but there’s definitely some folks who, whether because of lack of time, or lose the spark or passion for working with clients, that they pivot to being full-time CEO, or we’ve even seen people go the other way where they say, “I was the CEO. I really just want to be an advisor, or just do M&A, and I’m going to hire a CEO.” It’s really cool to hear how you split up your time, and you’re able to do it all. And I’m sure it’s not perfect. I’m sure your family wishes they saw you more, and et cetera, but it sounds like you’re able to really pursue your different passions. Jason Fertitta: All those three activities are very fun, and they keep everyday interesting, and you don’t necessarily know at what points in the day you’re going to be working on which bucket, and there’s a lot of blend and overlap, but we spend a lot of time here working on behalf of our clients, and the firm, and every day is an adventure, but it's fun. It’s a blast. Louis Diamond: Absolutely. Well, let’s spend some time talking about your fairly recent capital raise. In October of 2024, Americana announced that PE firm Lovell Minnick Partners, the firm’s first outside institutional investor was coming in to take a majority stake in the firm. Can you take us back to that decision? I’m sure it’s still clearly vivid. Maybe talk through it, and when did you first start to think seriously about bringing in capital? Jason Fertitta: Yeah, so probably at the end of ’23, we looked down, and there was $100 million worth of potential M&A that was fairly actionable that we could do. And the other M&A events we did were small deals, 10, $20 million sometimes, but firms with three, 400 in AUM to 600 million in AUM. We were doing deals that size, and we’re just passing the hat, and saying, okay, to the families that were in our cap table and to ourselves, who wants to write a check? The cap table was changing all the time based on people’s buy-in and M&A transaction. But then, when you sit down, and you look at potentially $100 million of M&A, if every deal came through that you’re in conversations around, and we owned at the time 75% of the firm, the families owned 25. If all of that M&A were to have happened, we didn’t have $75 million as employees. We were facing dilution. And then, we went to the families and said, “Hey, we don’t mind being diluted, but we got to know that if all of these came through, you guys want to invest another 100 million into this business.” And that’s when they said, “Well, we can. All the deals that you’ve done so far have been accretive and great. But, our value add to you is not M&A. It’s not underwriting. It’s not how to take this firm from four billion to 12 billion or customers. Why don’t you contemplate bringing in an institutional partner to help you round first base and go to second and third?” And so, I called a good friend, a gentleman by the name of Jimmy Dunne, who’s legendary in the world of golf and business. He’s a vice chair at Piper Sandler. I explained the situation, and he said, “Well, this is going to sound self-serving, but I think you should hire me and my firm to run a process to find your partner.” Louis Diamond: Classic investment banker. Jason Fertitta: And we did, and he worked on a very small retainer, and a contingency fee, and they helped us get ready to show the firm to the institutional world, and that took nine to 12 months of hard work to get ready. They ran the process. I think we had 30 firms sign the NDA in the October of ’24 month that you mentioned. I think we had 20 offers. And during that year, we were getting to know a lot of the people that were going to be bidding on us, and we frankly were incredibly impressed by Lovell Minnick and their success that they have had in investing in the wealth space. We were always pulling for Lovell Minnick to compete and compete well, got to run an honest process and Lovell Minnick was not the high bid, but they were a very good and well-thought-out bid that was easy for us to understand on why they were where they were. And for us, it was about how can we create value from this point forward with the right partner to really grow the firm and scale it to where we wanted it to be? And so, that was the more important driving factor in our decision to sell to Lovell Minnick. Now, of course, we wanted to sell a minority piece, but the reality is, given the activity that we had in our M&A pipeline at the time, they were going to eventually get to majority anyway. And so, I may be skipping ahead a little bit in the podcast, but I know what some of the questions are going to contemplate, and our thought was, you’re in a better position to negotiate minority rights before the transaction than later. And so, we got all of that out on the table in our negotiations with our private equity partner, and then just got married immediately instead of had this weird period of where they ultimately were going to get to majority control through M&A, and then, you have this awkward moment where that shift happens after you’re already partners. Louis Diamond: Very interesting. Was it a hard decision to give up majority control over your baby? Jason Fertitta: Definitely a lot of self-reflecting on behalf of our team and everything, but I think where we came out with it, and I’m a big believer in this, is the people that really control the business are the people that control the relationships with the clients. Lovell Minnick knows that, and we’ve never had a decision in a year and a half that we don’t all arrive at the same place. We negotiate, we study, but they know that it’s not in their best interest to try and force the management team to do something that the management team is not in agreement on, because at the end of the day, we’re servicing all of these accounts. Look, we don’t see eye to eye exactly on everything, no partners do. But, we’re generally in the same zip code on everything, and we talk things through until we all arrive at the same place that this is in the best interest of the company. And I think a big part of why that works so well for us in Lovell Minnick, and I think this is very unique in the industry, it all goes back to we all own the same share class. We’re all in the foxhole together. We all sink or swim together. There’s no way one group can win and another group can lose. We all own the exact same security. Not only do we all own the exact same security, but our employees own it. The families that are in our cap table own it. And so, every decision comes from the standpoint of how do we make decisions to benefit that security? Louis Diamond: Makes sense. It’s still a tough decision, but you lay it out, make it seem like an easy decision with the conviction you have, I think the very pure motivation to make that leap. Aside from capital to fuel M&A, what are the other things that Lovell Minnick is doing for your business to help it? Jason Fertitta: Well, Lovell Minnick, and this is another thing that was impressive to us, they’re always the first institutional capital until what’s otherwise an entrepreneurial family-owned business. They’re not afraid of building the things that you have to build to get ready to scale. They’ve seen it in every investment they’ve made. And so, that was very refreshing to us, because frankly, we wanted the help. We wanted the expertise. We’re financial advisors at heart. Like a lot of private equity firms, LMP has this third party advisory relationships with industry people, and they’ve brought those people into our firm, several sit on the board of the firm today, and they’ve just been fantastic to work with. Some have more experience with FinTech, some have more experience with HR, some have more experience with actual investment platforms and product. Some have more experience in how to help clients optimize from a tax perspective. Some have family office experience. And so, we’ve really benefited from this group of people. And I would tell you that, since they came into our world, which is about 18 months ago, we have been building a lot of things that are about to be unveiled to not only our financial advisors, but our clients. And I think that the experience is just going to continue to get better for both of those segments. Louis Diamond: Very cool. Yeah, it seems like a great fit. And I meant to ask you before, because it’s such a cool, and I think still a fairly novel concept, but what was the thinking behind having nine families, their customers or clients come in, and buy some equity in the firm? Why’d you do that? And then what’s been the outcome of that? Jason Fertitta: It was more their idea than us after we launched the firm. And this goes back to my original comments about the clients want to do more business with you when you’re independent than when you’re inside the bank. And we have a lot of clients that are entrepreneurial. And so, I think when we explained to them the reasons why we were doing this, and the reasons why we’re so excited about it, they got excited about it too, some clients, most clients. And so, what they said was, “Yeah, we’re going to move our money to it, we’re excited about it, but if there’s an opportunity, we’d also like to own a piece of the firm.” And originally, when they said that, I didn’t know if they meant that they wanted us to give them, but they wrote a check. They all wrote checks. We set an arbitrary value of the firm in the first year after we launched it. And that wasn’t a whole lot of science behind the value. It’s basically what we would’ve been paid by walking across the street, and that was the original value. And they bought into the firm, and then, Lovell Minnick really thought it was a nice novel concept that they hadn’t seen before, and they’ve embraced it. When they invested, we brought another round of clients into the firm at that valuation. I think it’s really powerful, because what’s important for us in these families is that they’re all pillars of their respective communities and they’re spread across all over the country and Mexico. We have some incredibly good reputation, great business people in Mexico City, and Monterrey, and Los Angeles, and Midland, and Dallas, and Austin, and Houston. And we’re open to the concept of when we come into new markets, finding that pillar of the community, finding that family who people ask, “Well, what do you do with your money?” We want them to say, “Well, we own our own wealth management firm. He wants to have them call you and they’ll show you what we do with our money.” And that’s a powerful part of the organic growth and the flywheel. Louis Diamond: I absolutely love that. I oftentimes have clients, especially breakaway clients talk about how cool it would be to have a client or set of clients invest in their business. But, the reasons why, I love that as part of a very consistent, repeatable strategy of identifying key influencers essentially in different markets, and then having them come into the cap table. I would assume too, the dynamic of, “Oh, you should call Jason, he’s my financial advisor, he’s great,” to, “Hey, you should come in and meet my firm.” And I feel like clients are probably much more incentivized naturally to refer friends, family, et cetera. And just the power and dynamic of that referral is probably that much better than a referral from another happy customer who’s not an investor. Jason Fertitta: Exactly. When we’re looking at coming into a new city with a new partner, to the extent they have those clients in that community, and when they join us, we have a private equity partner that embraces that strategy and concept. When we’re talking to that Wall Street advisor, and they’re interested in our business model and our plan, I think that particular part of our business model is very differentiated and intriguing to them. Louis Diamond: Amazing. You mentioned in your last answer that you have, it sounds like you have some investors in Mexico, and that you’re serving families in Mexico and Latin America as well. Can you talk about adding that capability or the openness to go international? That’s clearly a big decision. It’s a different risk profile, different client needs. What was the thought process behind taking Americana, I guess, still in the Americas, but outside of America? Jason Fertitta: Yeah. Well, I think a lot of it is growing up in Texas, there’s a lot of wonderful families from Mexico whose kids and grandkids have moved here, and our children are going to school with their children, and they’re part of our community, and I think they’re a great part of our community. And so, I just started to notice how Wall Street treated this community as just one, right? And what we were able to do is cherry-pick a few families that we knew very well that are incredibly good reputations in the cities that they’re from, and their origins are from. And there’s a high desire on behalf of not only those families, but their friends to invest into the United States into our economy. And given that a lot of their children and grandchildren live in the US, these are families that have citizens and their family inside of the US and back home in Mexico. Most of these families, they’ve been going to our colleges. A lot of these families sit on the boards of Fortune 500 companies inside of the United States. These are families that are very easy to do due diligence on, and frankly, we have learned a lot from them. They’re very sophisticated families, and so, they’ve been amazing partners, and we use Bank of New York Pershing to custody a lot of these assets, and I think they’re increasingly becoming more interested in alternatives as part of their portfolios, because I think going back 15, 20 years ago, these families were mostly stocks, bonds, and cash. But, as they continue to build out their own family offices, they’re becoming more sophisticated and interested in alternatives, so it’s really been an exciting part of our firm. Louis Diamond: Did this expansion, does it scratch the itch to go into different Latin American countries in Europe and Asia, or is that not really part of the roadmap? Jason Fertitta: Well, it’s open to the concept. Like I said, the genesis of this for us was the fact that our children go to school with their children, and we got to know several families just through our social circles here in Texas. But, I don’t think that same phenomenon would exist in Europe, other Latin American countries per se, but we’re certainly open to it, and there’s a lot going on in Latin America. There’s a lot going on and a lot of potential, so we’re open to anything that increases the footprint in the right way for Americana. Louis Diamond: Great answer. Let’s go back a little bit to talk a little bit more about your M&A strategy. You merged with or acquired Boulevard Family Wealth, which was Matt Celenza’s firm. I think Matt was the first breakaway guest on our show, and an amazing advisor. You bought Goodpasture Gray in Nashville, and more recently you bought NRT Consulting. I think from my read, three different types of firms, different geographies. How do you think about the M&A strategy? Jason Fertitta: I feel like we’re building out a firm and departments in the firm, and each of those acquisitions goes into a different department of our firm. I think Matt Celenza and Boulevard are fantastic, and they’re really good at tax optimization strategies for families, and they’re really innovative there. That is a very hot topic with all of our clients. More and more families are getting smart about the fact that not only does it matter what your returns look like. What really matters is how much of those returns you get to keep. And so, Matt and his team are incredibly sophisticated and cutting edge on tax optimization, and that's proliferating throughout our firm right now, which is I think making us even better at what we can advise and provide to our clients. I would say that’s more in the family office service and tax planning part of our firm. Goodpasture Gray’s fantastic. WL who runs that firm, or did prior to the merger, I’ve known him for 30 years. He’s a longtime family friend. His clients are in Nashville, Santa Fe, and Texas. He and my father actually used to office together. And then, ironically, he hired Dynasty to represent him to find the right partner. That’s an example where full circle Dynasty brought him back and I hadn’t talked to him for decades, but we shared a bunch of fun stories about how I used to go up in college, and hang out with he and my dad in their office. That was a great full circle experience, but WL’s just a fantastic financial advisor that does what we’ve always done. He’s just a natural fit inside of our firm. And then NRT, Chris Ginsbach and his team, they’re unbelievable. They do bookkeeping services for families. They’re not signing tax returns, but the more sophisticated these families get, some of these families have 35, to 45, to 55 different LLCs that require bookkeeping services. He’s an accountant by training, so is everyone that works there. And I think that there’s a lot of cross-pollinating with our client base that wants bookkeeping services for their needs. With all of these different M&A events, it’s trying to meet or have the ability to meet your client at wherever their pain points are. And some of your client’s pain points are in bookkeeping and accounting. Some are in tax optimization, and some are just good old-fashioned financial advice and access. And all three of those acquisitions that you described are meeting that client in a different pain point, but they’re all pain points, and they’re all important. Louis Diamond: When you’re thinking about M&A, is it like you have, these are the three areas that we want to add to the firm? Next one, making it up, we want to add tax preparation. Are you then going out to find a firm that fits the bill, or is it more so just you’re selective with who you take on, and you look for a new capability, or just like an extreme alignment with how you’re already serving clients, and then, that’s what makes a compelling deal for you? Jason Fertitta: Yeah. Most of the time, we’re getting feedback from our clients on where they need help, and that is usually the spark that starts the fire on, okay, what if we added this? It’s really I would say more based on client feedback. We don’t have estate planning attorneys inside of Americana per se. We don’t have accountants that are signing people’s tax returns inside of Americana. We get a lot of interesting opportunities from accounting firms and estate planning firms. And so, I like how we have this great referral network in place with those industries. And so, I think we’d have to think long and hard about getting into those businesses per se. Louis Diamond: Makes sense. I feel like there’s probably a version of this story, your story, where you break away, you plot along, you’re happy to not have a boss anymore, clients are happy, maybe you get to like four or five billion in assets, and you call it a win, and just throw in coast mode, but clearly you didn’t do that. You went the opposite direction. What do you think drove the ambition to keep building towards something larger? What’s really sparking you and motivating you today maybe differently, or in a more defined way than it was when you first broke? Jason Fertitta: Yeah, I would say it’s not just me, it’s all the founders, and I think all the employees. I share this and not to sound corny about it. I think everyone here wants to try and build something that his or her children would say, “My parent was one of the founders and employees of Americana Partners.” It’s like, I think when you work at a bank, you definitely care about your brand that you’re building, but this is a whole next level of care about your brand. We really care about this brand, and we want it to outlast all of us. Louis Diamond: Love that. For a successful wirehouse advisor or team that’s sitting on a really nice practice maybe similar in size or in the same realm that you had back where you were in that world, and they’re thinking about maximizing their value, what advice would you offer? Do you think your story is an outlier, or do you think it’s doable by others if they follow certain advice or principles? Jason Fertitta: I would have a two-word answer. Call us. I’m kidding. I have a much longer answer. One of the things I really respected about a certain advisor, and if he’s listening to this, he’ll know exactly who he is, but I feel awkward saying his name. When I was contemplating going independent, I talked to an entrepreneur I really admire, and I called him, and I said, “Hey, we’re thinking about doing this.” And he said, “Look, I’m going to try and convince you to join our firm, and if you don’t end up doing that, it’s fine. There’ll be no hard feelings, because we ended up launching our own firm and I would never fault you for the decision if you wanted to do that with your team.” And we thought long and hard, we almost joined his firm. It was in a very different geography so we ended up launching our own firm. I would say that if you want to do it yourself, we would respond the same way. We would give you a high five, and wish you well, and say you’ve made a great decision, and we’d be pulling for you. If you want to spend more time with your clients, and less time in building the firm, we have the firm built, and it’s fantastic, and it wasn’t without blood, sweat and tears for seven years, and we can create a transaction that is economically the same or better as launching your own firm, and you have a voice, and you have a seat at the table, because we’re still small enough to where you can help shape the direction of this firm, and we want your input. The difference is that instead of spending a third of your time interacting with financial advisors the way I do, you could spend 90% of your time interacting with your clients, instead of a third, and be part of a firm that I think has great national prospects. But, I would never fault someone for doing it themselves, because that’s what we did, and that would be hypocritical. But, I really do think that this is a better path, even if you did it yourself, or if you did it with someone like us. I think you’re choosing two better options than what you currently have. Louis Diamond: I think it’s a great perspective, and I think it’s balanced and fair too. There’s plenty of people that I speak to where their passion is building. They want to be the next Americana, right? That’s what’s going to spark them and get them out of bed. They want to do M&A, they want to be the CEO, they want to really make their mark on the industry, and that’s fine. But, I do think there’s probably more advisors out there that would love to be part of something, and they’d love equity, and they’re passionate about different things than you were passionate about when you launched the firm. And the theory of a rising tide lifts all boats, it’s like, you can do this yourself or let’s just build something bigger and better together. And just getting comfortable with the theory of you’ll own a smaller piece of the pie, but the pie is much more valuable than owning 100% or 80% of something that’s less valuable, and is going to take you in a different direction personally. I always say we’re not in the business of making judgments for people. It’s up to them to define their goals, and then, we’ll help them execute on it. But, I really like that perspective. I agree, it’s not for everyone. What you did is extremely hard, it’s a risk, it’s a big swing. But, if you have the stomach for it, and you want to take the swing, to me there’s no better time to pursue that path than today. Jason Fertitta: I agree. And I could totally see a world over the next five years where some of these advisors that join us are bigger shareholders in this firm than me, and that would be great. Louis Diamond: Interesting. Jason Fertitta: I’m with you, not only do I agree with what you’re saying, to me, I’ve never thought about how much of this company do I own? I’ve thought about what is the percentage of the company that I own, and what is it worth? I could care less if it was 25%, 12.5%, 5%. What I care is, what is that slice worth? Louis Diamond: That’s a fun way to look at it. Jason, this has been really fun. This new series Build, Grow, and Transact, this is proof of concept, but we’re going to have to do a ton of these, because the richness of detail, and whenever we have breakaway guests, we’re talking to them in the beginning when they’re still finding their feet, everything’s new and fresh. They haven’t thought about or executed on M&A and taking on capital partners. But, I feel like this is the missing ingredient where it’s a playbook for how others can be better themselves, something to shoot towards. And I really appreciate your candor and transparency, and I’m very serious, we’ll have to do this again when you’re at 25 billion, and you have even more lessons, and I’m sure battle scars to share. Jason Fertitta: No doubt. I’m for sure open to doing that. And maybe in the meantime, I see the pictures behind your head there. I’d love to come visit you in Park City and hang out and ski, or play golf, or- Louis Diamond: You got it. Jason Fertitta: All right. Thanks for your time and thank you for having me. Louis Diamond: Thanks, Jason. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful, because you take your professional responsibility seriously, and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay Or Should I Go is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions, and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and foun

Money Is a Tool. Wealth Is the Goal.What separates people who simply earn a living from those who build lasting wealth?In this episode of Grow Your Business & Grow Your Wealth, Gary Heldt welcomes financial strategist, wealth management advisor, and Accudo Capital Investments Founding Partner G.A. Pimpleton for a thought-provoking conversation about money, mindset, and building a legacy that extends beyond your lifetime.Drawing from his unique journey from the music industry to wealth management, G.A. explains why making money and building wealth are two very different skills. He shares practical insights on financial literacy, deferred gratification, generational wealth, and why the most valuable investment many people can make is in their own financial education.Gary and G.A. also discuss the importance of teaching children about money, surrounding yourself with the right financial professionals, and positioning yourself to thrive regardless of economic conditions.Key Takeaways• There is a critical difference between earning money and building wealth.• Wealth starts with changing how you think about money.• Teaching financial principles early can impact generations.• Deferred gratification remains one of the most powerful wealth-building tools.• A strong team of financial professionals can help avoid costly mistakes.About G.A. PimpletonG.A. Pimpleton is a financial strategist, wealth management advisor, and Founding Partner of Accudo Capital Investments. He helps entrepreneurs, families, and business owners build long-term wealth through strategic financial planning, investment solutions, business funding, and wealth management strategies designed to create lasting financial success.About the HostGary Heldt is a CPA, business advisor, and entrepreneur dedicated to helping business owners create profitable businesses while building personal wealth. Through the Grow Your Business & Grow Your Wealth Podcast, Gary shares practical insights and conversations with experts who help entrepreneurs make smarter financial and business decisions.Connect with G.A. PimpletonLinkedIn: G.A. Pimpleton LinkedInWebsite: Accudo Capital Investments

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

With so much volatility and uncertainty in the world, it's getting increasingly risky to invest in equity opportunities with long, illiquid hold periods. It's too hard to predict what will happen over time, and we're long overdue for a major market correction. That's why investing in shorter term, no or low leverage residential loans can be a great way to generate a high, risk adjusted yield in today's market. Jef Baker, Founding Partner of Black Butte Capital, specializes in making loans to fix and flip contractors in the Portland, Oregon metro where he lives. Jef gets to know the borrowers and properties in-person to mitigate risk and protect his investor's capital. Black Butte also invests in their own fix and flip properties. 

In this fundamental episode, Richard Gearhart, Founding Partner of Gearhart Law, LLC, shares how to smartly handle legal basics as a pre-founder so you can protect your ideas without big costs or risks. If you feel intimidated by legal stuff while still collecting a paycheck and juggling a side hustle, you won't want to miss it.You will discover:- How to check your employment contract and document ideas separately to safeguard your IP from employer claims- Why running a proper trademark search early prevents costly rebranding or litigation down the road- How to set up an LLC, bank account, and upfront payments to build legitimacy and get paid fasterThis episode is ideal for for Founders, Owners, and CEOs in stage 1 of The Founder's Evolution. Not sure which stage you're in? Find out for free in less than 10 minutes at https://www.scalearchitects.com/founders/quizRichard Gearhart, Esq., is a leading intellectual property attorney, entrepreneur, and nationally recognized speaker dedicated to helping innovators protect and scale their ideas. He is the founder of Gearhart Law, an international law firm focused on patent, trademark, and copyright matters for startups and growing businesses worldwide. He has presented to Fortune 50 companies, top colleges and universities, and legal audiences nationwide, and has spoken alongside New Jersey Supreme Court Chief Justice Stuart Rabner. Richard is the co-host of the nationally syndicated iHeartRadio show Passage to Profit – Road to Entrepreneurship, airing on 35 radio stations.Want to learn more about Richard Gearhart's work at Gearhart Law, LLC? Check out his website at https://gearhartlaw.com/Connect with Richard though his LinkedIn at https://www.linkedin.com/in/richardgearhart

In this episode, Cody Askins sits down with Ali Moghaddam and Thomas Schultz, Founding Partners of Standing Room Only Marketing, to discuss the marketing system helping insurance agents create a more predictable flow of new clients.They break down how seminar marketing works, why it continues to be one of the most effective client acquisition strategies in Medicare, and what top-performing agents are doing to consistently fill rooms, build trust, and grow their businesses.If you're looking for a scalable marketing system that doesn't rely solely on referrals, social media, or cold calling, this conversation is packed with valuable insights.

In this episode, ⁠Adam Torres⁠ interviews ⁠Steve Carnevale⁠, Founding Partner of Blue Ash Ventures, as part of the Milken Global Conference Series. Steve discusses the intersection of AI, neuroscience, healthcare, education, and public policy, while sharing his vision for innovative financing models that could accelerate the development and adoption of life-changing solutions. Follow Adam on Instagram at ⁠https://www.instagram.com/askadamtorres/⁠ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: ⁠https://missionmatters.lpages.co/podcastguest/⁠ Visit our website: ⁠https://missionmatters.com/⁠ More FREE content from Mission Matters here: ⁠https://linktr.ee/missionmattersmedia⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode, Adam Torres interviews Steve Carnevale, Founding Partner of Blue Ash Ventures, as part of the Milken Global Conference Series. Steve discusses the intersection of AI, neuroscience, healthcare, education, and public policy, while sharing his vision for innovative financing models that could accelerate the development and adoption of life-changing solutions. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Alexandra Vidyuk, CEO and Founding Partner of Beyond Earth Ventures, sits down with Moz to explore how the SpaceX IPO marks a turning point in the commercialisation of space. Plummeting launch costs open the door to transformational new industries such as in-space pharmaceutical labs, orbital data centres and semiconductor crystal growth, and a new breed of founders are competing to reshape the sector. Our host, Moz Afzal:https://bit.ly/31XbkTROur guest:Alexandra Vidyukhttps://bit.ly/4oiErdKEFGAM:https://www.newcapital.com/Important disclaimersThe value of investments and the income derived from them can fall as well as rise, and past performance is no indicator of future performance. Investment products may be subject to investment risks involving, but not limited to, possible loss of all or part of the principal invested. This document does not constitute and shall not be construed as a prospectus, advertisement, public offering or placement of, nor a recommendation to buy, sell, hold or solicit, any investment, security, other financial instrument or other product or service. It is not intended to be a final representation of the terms and conditions of any investment, security, other financial instrument or other product or service. This document is for general information only and is not intended as investment advice or any other specific recommendation as to any particular course of action or inaction. The information in this document does not take into account the specific investment objectives, financial situation or particular needs of the recipient. 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I've known Vanesa for just over a year...and I'm so grateful for every day we've shared since.  I'm also very proud to be a founding voice of her community "EmpowerHer" and I'm also now partnering with her incredible organisation NoBa Capital. Co-founded with Kevin Fuller. I LOVED our conversation!! Vanesa is the Founding Partner of NoBa Capital, an early-stage venture firm backing founders who are reshaping how we live and work. From AI-driven workforce platforms to tools for wellbeing and inclusion, NoBa invest in ideas that are global from day one — and support founders hands-on as operators who've built, scaled, and learned themselves. What defines Vanesa professionally:

Matthew Liebman, Founding Partner and CEO of Amplius Wealth Partners, discusses the factors behind the firm's rapid growth, what sets Amplius apart in an increasingly competitive RIA landscape, and the innovations shaping its future. He also shares how the firm is leveraging video communication to stay agile, strengthen client relationships, and deliver a more personalized wealth management experience.

(0:00) Intro, *Reference to the Boardroom Governance Summit (Aug 26-27, 2026)  (2:42) About the podcast sponsor: The American College of Governance Counsel. (3:28) Start of interview. *Reference to prior episode with Greg (E136) from 2024. (5:14) Market Boom and AI Supercycle (6:14) AI Is Changing Everything (9:06) How does a VC use AI (venture business: sourcing, selection, and stewardship) (12:13) Cloud and Startup Costs, rise of seed rounds and institutional angel investors (15:13) JSV Launchpad, a 10-week, in-person summer program in SF from JSV for early-stage student AI founders  (18:50) SaaSpocalypse Debate and AI Washing (reference to the Albert Saniger / Nate Inc case) (21:33) Growth Metrics Rewritten (when Anthropic has grown 80x year over year) "the best solution for high prices is high prices" (24:20) Sorting SaaS Risks (27:30) Defensibility in the AI Era: 1) Network effects, 2) Systems of record, and 3) Regulated workflow. (29:52) AI impact to companies: 1) Are the foundation models existential? 2) How much have you incorporated AI into your platform or your product? 3) How important is AI within your product? and 4) How much have you integrated AI into your operations? "In a world where building software is easy, one of the things that we're already seeing within our portfolio, and I think we'll see more of this, is... horizontal expansion (expanding to adjacent businesses)." (32:33) AI, Jobs, and Layoffs (*reference to this FT article: What if remote working, not AI, is to blame for weak junior hiring?) (38:28) Private Markets and IPOs. Liquidity in venture ecosystem (M&A and private equity). (42:02) SpaceX, Anthropic and OpenAI IPOs (45:18) Data Centers and Backlash "It's easy to demonize" (46:16) Regulation and Global Competition "AI right now has become a great bogeyman for both sides." (50:14) Board Strategy for AI (52:12) On Kirkland & Ellis' $500m bet to develop its own AI technology Greg Gretsch is a Founding Partner and Managing Director of Jackson Square Ventures, an early-stage VC firm based in San Francisco. Greg has more than two decades of experience in VC and five of his early-stage investments have gone on to exits or valuations above $1 billion. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

98% of patients welcome AI in their care — and still want a human in charge. That tension ran through the OECD and Spanish Ministry of Health conference on scaling AI in health (Madrid, late May 2026), and it frames this episode of Faces of Digital Health. Out of 38 OECD countries, only seven have a formal AI strategy and just over a tenth run workforce upskilling programmes — the ambition is outrunning the institutions meant to govern it. Host Tjaša Zajc brings together voices from across the conference to ask what actually has to change: regulation, trust, who gets a seat at the table, and the parts of the agenda nobody is funding. Featuring: - Eric Sutherland — Senior Economist, OECD - Aferdita Bytyqi — Executive Director & Founding Partner, Digital Transformations for Health Lab (DTH-Lab) - Erza Selmani — Research Fellow, DTH-Lab - Valentina Strammiello — Executive Director, European Patients Forum (EPF) - Dr Ricardo Baptista Leite — CEO, HealthAI (the Global Agency for Responsible AI in Health) - Dr Persephone Doupi — Senior Medical Officer, Finnish Institute for Health and Welfare; President, European Federation for Medical Informatics (EFMI) What the conversation covers: - Why trust — not capability — is the binding constraint on health AI adoption - The OECD readiness gap: AI strategies, HTA frameworks and workforce upskilling - How patients really feel about AI: consent forms, transparency, and keeping clinicians central - Why youth health and wellbeing keep getting left out of AI governance frameworks - Five recommendations to make the EU AI Act work for health and competitiveness - Coordinating the EU AI Act, MDR/IVDR and the European Health Data Space - Health technology assessment and reimbursement as the real barriers to scale - AI literacy and prevention: the most underweighted lever in the room Chapters: 0:10 — Welcome: AI in Health & the 2026 OECD Conference in Madrid 0:25 — Key Stats: Only 7 of 38 OECD Countries Have a Formal AI Strategy 2:10 — Eric Sutherland (OECD): We're Not Using Data as Effectively as We Could 3:11 — Afrodita & Erza (DTH Lab): Youth Health Is Missing from AI Governance Frameworks 5:12 — Valentina Stramello (EPF): 98% of Patients Are Positive About AI, But Trust Requires Transparency 7:14 — Dr. Ricardo Baptista Leite (Health AI): 5 Recommendations to Fix EU AI Policy for Health 10:53 — Persephone Doupi (EFMI): We Must Prioritize AI Literacy and Shift Healthcare Toward Prevention —

Ohio's Medicaid program covers more than three million people, but major policy and funding changes now underway could reshape how care is delivered across the state. This week, healthcare leaders, policy experts, and lawmakers examine what proposed Medicaid changes could mean for hospitals, providers, and the families who rely on the program every day. From healthcare access and rising costs to the long-term sustainability of Ohio's healthcare system, we unpack one of the most consequential public policy debates facing Ohio today. Featuring: State Senator Louis W. Blessing, III (R-Colerain Township) John McCarthy, Founding Partner, Speire HealthCare Strategies, and former Director of the Ohio Department of Medicaid Amy Rohling McGee, President, Health Policy Institute of Ohio Dr. Buhari Mohammed, Chief Executive Officer, Heart of Ohio Family Health The host is Laura A. Bischoff, Ohio Politics and State Government Reporter, The Columbus Dispatch. The presenting sponsors of CMC's long-running Optimal Health Series are Nationwide Children's Hospital, OhioHealth, and The Ohio State University Wexner Medical Center. This forum was also sponsored by Planned Parenthood of Greater Ohio. The presenting sponsor of the CMC livestream was The Center for Human Kindness at the Columbus Foundation. CMC's livestream and promotional partner was The Columbus Dispatch. This forum was also supported by Downtown Columbus, Inc. and The National Veterans Memorial and Museum. If you'd like to keep exploring this week's forum topic, our fantastic partners at The Columbus Metropolitan Library recommend reading Your Money or Your Life: Debt Collection in American Medicine, by Luke Messac (2024).  This forum was recorded before a live audience at The National Veterans Memorial and Museum in Columbus, Ohio on June 3, 2026.

Mildred V. Palmer, Founding Partner at Navigant Law Group, joins Jon Hansen on Your Money Matters 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.

Is seed investing facing an existential crisis? This week on The Data Minute, Peter sits down with Rob Go, Founding Partner at NextView Ventures, to discuss the structural shifts making the "game on the field" harder than ever for early-stage investors.Rob explains why many successful seed VCs are exiting the industry and how the rise of mega-funds and massive accelerators like YC has squeezed traditional seed firms into a narrow "subset" of the market. They dive into the "feeder fund" phenomenon, the arbitrary nature of ownership mandates, and why the $1B–$3B exit range has become a "Death Valley" for startups.Despite the current angst, Rob shares his optimistic "bull case" for 2030, explaining why diminishing competition and a rotation away from late-stage consensus will lead to a healthier venture substrate in the years to come.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters:00:20 – Intro: Rob Go and the Seed Existential Crisis02:16 – Defining Seed: Betting on anything before PMF03:35 – Why senior seed VCs are exiting the industry05:02 – The Squeeze: Mega-funds vs. Accelerators07:02 – Scarcity vs. Abundance: What's left for seed funds?08:44 – The "Feeder Fund" trap and the factory supply chain12:38 – The risk of taking seed money from a mega-fund13:34 – Breaking down the 4 styles of seed investing15:20 – Why specialist seed funds can be transient19:29 – Super Compounders: Will exits keep getting bigger?21:59 – The "Death Valley" of $1B–$3B exits25:08 – The Blumhouse equivalent for venture capital27:18 – Normalizing secondaries as an exit strategy33:53 – Rant: Why ownership targets are backwards39:04 – Offensive vs. Defensive bridge rounds45:07 – "I've become way more Zen": Why the 2030 outlook is bullish50:18 – OutroThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2026 eShares, Inc., dba Carta, Inc. All rights reserved.

Brent chats with Jennifer Lee about working with business owners to create a succession plan. They discuss some of the hurdles, ways to start the conversation, and important planning, family and tax matters to consider. Jennifer Lee is the owner and founder of Modern Wealth. Jennifer grew up in the world of financial advising by going on appointments with her father and to his office on weekends. Watching how he served his clients, she gained a solid understanding of the work ethic and values of a dedicated financial advisor. Today as Founding Partner of Modern-Wealth, Jennifer directs her financial acuity to helping those who are in financial transition – whether divorcing, recently widowed, buying or selling a business, retiring, inheriting assets or merging families after remarriage. Her goal is to be a trusted advisor who provides independent analysis, develops strategy, and walks clients through the process of understanding their financial lives. Working collaboratively with clients and their other advisors, Jennifer and her team help clients cut through the noise and make sound financial decisions. Originally from Maryland, Jennifer brings a wealth of experience to her work. Jennifer founded Modern-Wealth in Maryland 21 years ago, relocating to Lakewood Ranch in 2012. Since transitioning her practice into Florida, Jennifer has been involved various community programs (i.e. Manatee Memorial Women’s Action Committee, Chamber of Commerce, S.W.A.T.). She loves the area’s arts and culture and it’s gorgeous beaches as well as cooking, entertaining, and making jewelry in her down time. She also delights in one of the perks of her job – throwing the occasional “Retirement” or “Independence Day” party for clients. Her most recent endeavor; Jennifer wrote a book entitled “Squeeze The Juice.” This easy to read, easy to understand book acts as a guide mixing her own life experiences, career expertise and through provoking passages that encourage you to be your best self. Jennifer can be found at: Our Team – Modern Wealth Discussions in this show should not be construed as specific recommendations or investment advice. Always consult with your investment professional before making important investment decisions. Securities offered through Cambridge Investment Research, Inc., a registered Broker/Dealer, Member FINRA/SIPC. Advisory services offered through Cambridge Investment Research Advisors, Inc., a Registered Investment Advisor. Modern-Wealth, LLC and Cambridge are not affiliated. This material is for informational purposes only. The views expressed are those of the speaker as of the date noted and not necessarily of the speaker's firm or its affiliates. If you are enjoying the podcast please SUBSCRIBE and leave a REVIEW, and if you want to learn more about Brent go to https://wealthandlaw.com/team/. Legal Disclaimer: https://wealthandlaw.com/legal-disclaimer/

In this episode of the Finding Arizona Podcast, Justin Tash, CEO and Founding Partner of BTL Family Law, shares how he's building a modern law firm rooted in honesty, innovation, and intentional leadership. Justin opens up about his transition from law enforcement into family law, and why direct communication, emotional intelligence, and strong systems have become the foundation of both his practice and personal life. The conversation dives into the realities of working in emotionally charged legal environments, the importance of creating a healthy workplace culture, and how boundaries and self-care help prevent burnout for his team. Justin also shares the inspiration behind Growth Pilot, his AI-powered business tool designed to help entrepreneurs grow with accountability, structure, and smarter decision-making. This episode explores the balance between technology and human connection, offering valuable insights on leadership, business growth, AI, and building a life and career with integrity.Connect with Justin Tash / BTL Family Law:Website: https://btlfamilylaw.com/Instagram: https://www.instagram.com/btlfamilylaw/LinkedIn: https://www.linkedin.com/company/burggraff-tash-levy-plc/Connect with the Finding Arizona Podcast:YouTube: https://www.youtube.com/@findingarizonapodcastInstagram: https://www.instagram.com/findingarizonapodcast/Facebook: https://www.facebook.com/findingarizonapodcastWebsite: https://www.findingarizonapodcast.com/LinkedIn: https://www.linkedin.com/company/finding-arizona-podcast/Twitter / X: https://twitter.com/findingarizonaPRODUCTION:Ready to start your own podcast? Found-House powered by The Finding Arizona Podcast is your best find! https://www.findingarizonapodcast.com/found-houseCONTACT:Send us a message to us!  https://www.findingarizonapodcast.com/contactSPONSORS:SeatGeek: Get a $20 discount on your tickets with code FINDINGARIZONA at seatgeek.com.

Victoria Greene is the Chief Investment Officer and Founding Partner of G Squared, where she helps guide investment strategy and market insights for advisors and investors. Known for her thoughtful approach to leadership, decision-making, and navigating uncertainty, Victoria brings a unique perspective on mental toughness in high-pressure environments. 00:00:43 Horses, Presence, and the Power of Being Fully in the Moment 00:03:21 Why High Performers Need Quiet Before the Pressure Starts 00:05:46 The Most Dangerous Words in Investing: “This Time It's Different” 00:08:17 The Emotional Reality of Losing Millions in the Market 00:11:43 Staying Disciplined When Fear and Headlines Take Over 00:14:48 Acting Like a “Personal Fed Chair” During Emotional Extremes 00:18:18 Growing Up With Toughness, Pressure, and High Expectations 00:24:40 Why Perfectionism Quietly Destroys Consistency 00:30:40 Learning to Recover Faster Instead of Beating Yourself Up 00:33:31 The Brutal Feedback That Changed Her Leadership Style 00:36:37 Building Winning Cultures Without Toxic Competition 00:38:34 What Great Quarterbacks Understand About Leadership 00:41:27 Creating a Culture of Success Without Losing Yourself 00:45:54 The Hardest Part of Success No One Talks About 00:49:36 Why Self-Awareness Is the Ultimate Leadership Skill 00:52:53 How Relationships Opened the Biggest Doors in Life and Business Don't forget you can also follow Dr. Rob Bell on Twitter or Instagram! Follow At: X @drrobbell Instagram @drrobbell Download Your Daily Focus Map! https://drrobbell.com/ If you enjoyed this episode on Mental Toughness, please subscribe and leave a review! Dr. Rob Bell

The Enlightened Family Business Podcast Ep. 160: The Family Factor: Why Some Families Survive Conflict and Others Don't with Doug Baumoel   In this episode of the Enlightened Family Business Podcast, host Chris Yonker sits down with Doug Baumoel, Founding Partner of Continuity Family Business Consulting and co-author of Deconstructing Conflict, for a deeply honest conversation about what actually tears family businesses apart — and what it takes to hold them together. Doug's path into this work is personal: he grew up as heir apparent in a thriving multi-generational family business that ultimately collapsed under the weight of poorly managed conflict, despite multiple consultants attempting to help. What he learned from that experience led him to develop the Conflict Equation Methodology, a systems-based framework rooted in the science of identity-based conflict — the kind of conflict that can't be mediated, negotiated, or governed away. In this conversation, Doug and Chris explore the critical distinction between disagreements, disputes, and true conflict; the concept of the Family Factor and why it's the single most important variable in any family business engagement; why governance overlaid on top of unresolved conflict is like pouring gasoline on a fire; and how trust is rebuilt not through warmth or wishful thinking, but through predictability. They also dig into early warning signs of passive and active conflict, why the first phone call from a prospective client can make or break an engagement, and what it really means to sacrifice for family. Episode Chapters ·       8:48   Meet Doug Baumoel ·       11:00  Growing Up as Heir Apparent — and Watching It Fall Apart ·       14:00  Why Most Family Business Consultants Made Things Worse ·       16:30  The Conflict Equation: A Systems Engineering Approach ·       19:00  Identity-Based Conflict vs. Civil Dispute ·       22:10  How Families Show Up: Stuck, Worried, or In Crisis ·       23:22  The First Phone Call and the Bias Trap ·       27:38  Family First or Business First? ·       31:08  The Family Factor: Compromise, Forgiveness, and Care ·       35:09  Are We Wired to Care for Each Other? ·       39:00  Early Warning Signs: Passive vs. Active Conflict ·       49:20  Why Governance Is Not a Conflict Solution ·       52:44  Building the Family Factor Across Generations ·       56:34  Resources and Farewell   Websites ·       continuityfbc.com ·       chrisyonker.com   Book ·       Deconstructing Conflict: Understanding Family Business, Shared Wealth, and Power — available on Amazon   About Doug Baumoel, MBA Doug Baumoel is the Founding Partner of Continuity Family Business Consulting, where he specializes in conflict management and leverages his extensive expertise in family business, family office operations, and governance. He draws from over 25 years of business experience — including starting and managing businesses in both the U.S. and Europe, where he established and led the European offices of his second-generation family enterprise — to develop a robust process for analyzing the key variables that influence family business conflict. He co-authored Deconstructing Conflict: Understanding Family Business, Shared Wealth, and Power with Continuity Managing Partner Blair Trippe. His insights have been featured in Family Business Magazine, Thomson West's Alternative Dispute Resolution Practice Guide, Private Company Director magazine, and Harvard's Negotiation Journal. A nationally recognized speaker, Doug has presented at the Program on Negotiation at Harvard Law School, Cornell University's Smith Family Business Initiative, the National Association of Corporate Directors (NACD), the Family Firm Institute, the American Bar Association, Attorneys for Family-Held Enterprises (AFHE), and the International Academy of Collaborative Professionals (IACP). He serves as a board member of One Family Inc., a Massachusetts non-profit supporting families facing homelessness, and sits on the boards of a private foundation and a technology firm. Doug holds an MBA from the Wharton School at the University of Pennsylvania and a BS in Electrical Engineering from Cornell University. He is a Fellow of both the Family Firm Institute (FFI) and the National Association of Corporate Directors (NACD), a Practitioner Scholar with Cornell's Smith Family Business Initiative, and a recipient of FFI's 2023 Interdisciplinary Award. Outside of work, he is an avid fingerstyle jazz guitarist who occasionally performs at charity events and jazz venues.

Season 7, Episode 3: How did ACRE grow from a post-GFC workforce housing thesis into a global real estate investment firm? Today, we sit down with Michael Van Der Poel, Founding Partner at ACRE, to break down the strategy behind that rise. Michael shares how he spotted workforce housing before it became an institutional trade, and how ACRE built its early portfolio by buying distressed multifamily assets at deeply discounted prices. We also get into raising capital from Asia, building a vertically integrated platform, and expanding across both equity and credit strategies. Whether you're interested in capital raising, private credit, or where real estate opportunity sits in today's cycle, this episode is a must-listen. Join us as we dive into the conviction, timing, and risk discipline that helped ACRE grow from a scrappy startup into an institutional investment platform. Shoutout to our sponsor, Henry AI. The fast track to investor-ready decks that actually stand out. TOPICS 00:00 – Introduction 02:17 – Michael Van Der Poel's Background and Early Real Estate Career 06:55 – ACRE's Workforce Housing Thesis After the GFC 09:56 – Raising the First Fund and Buying Distressed Multifamily 15:00 – Building ACRE's Credit Platform 21:13 – Why ACRE Plays Across Equity, Credit, and Development 23:21 – Pricing Equity Risk and Finding Returns in Today's Market 38:50 – Rental Housing, AI Disruption, and the Future of Jobs 41:03 – Where ACRE Sees Opportunity Right Now 46:19 – Multifamily Outlook and the Next Buying Window For more episodes of No Cap by CRE Daily visit https://www.credaily.com/podcast/ Watch this episode on YouTube: https://www.youtube.com/@NoCapCREDaily About No Cap Podcast Commercial real estate is a $20 trillion industry and a force that shapes America's economic fabric and culture. No Cap by CRE Daily is the commercial real estate podcast that gives you an unfiltered ”No Cap” look into the industry's biggest trends and the money game behind them. Each week co-hosts Jack Stone and Alex Gornik break down the latest headlines with some of the most influential and entertaining figures in commercial real estate. About CRE Daily  CRE Daily is a digital media company covering the business of commercial real estate. Our mission is to empower professionals with the knowledge they need to make smarter decisions and do more business. We do this through our flagship newsletter (CRE Daily) which is read by 65,000+ investors, developers, brokers, and business leaders across the country. Our smart brevity format combined with need-to-know trends has made us one of the fastest growing media brands in commercial real estate.

Mildred V. Palmer, Founding Partner at Navigant Law Group, joins Jon Hansen on Your Money Matters 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.

Oil is $100, airline losses are starting to show up, and Spirit's collapse is exposing just how hard it is to run an ultra-low-cost model when low cost has disappeared. Any one of those signals could make buyers cautious. Taken together, they should raise a bigger question: why are buyers inside middle-market aerospace and defense still leaning in? Public aerospace companies are still trading at strong multiples. Strategics still have currency. Private equity is still chasing platforms. Founder-owned businesses with real capabilities are still getting serious attention. Middle-market aerospace may be feeling pressure, but it is not behaving like a fragile market. What makes this part of the industry so unusual is that value is not tied to one clean growth story. Commercial airlines may be exposed to fuel prices. Ultra-low-cost carriers may struggle when “low cost” disappears from the system. But the middle market is full of companies supporting business aviation, defense, engine work, MRO, parts, certifications, and long-standing product lines that remain incredibly hard to replace. This is why buyers are not just chasing growth. They are chasing durability. In a world where many sectors are being disrupted quickly, aerospace and defense still reward businesses that can do difficult, regulated, safety-critical work consistently. In this episode, I sit down with Bill Alderman for our 300th episode of the Aerospace Executive podcast and for Bill's 25th year in the business. In this conversation, we unpack what the market is really telling us right now: where the strength is real, where the risks are starting to show, and why the best buyers in this industry still understand something tourists often miss: that aerospace rewards people who think long term.   You'll also learn; Why $100 oil is not an immediate market killer, but could become a serious drag if it stays elevated What airline losses may be signaling, and why Spirit's collapse is not necessarily the canary in the coal mine Why rich public market multiples give aerospace buyers more room to pay attractive prices How business aviation flight hours, fractional ownership, and OEM backlogs are strengthening the aftermarket story Why “capacity,” maintenance demand, and physical capability continue to matter in an AI-disrupted economy What makes aerospace and defense more durable than many other sectors Why carve-outs and spin-offs can unlock focus, energy, and operational performance How companies can become too large and lose the focus that made individual divisions valuable Why brands like Bendix, Slick, and other long-standing product names still carry enormous value in the maintenance hangar What private equity “tourists” often misunderstand about aerospace and defense Why industry knowledge matters when owning companies that support safety-critical systems The difference between making money in aerospace and respecting the long-term responsibility that comes with owning aerospace assets   About the Guest William H. Alderman (Bill) is the Founding Partner of Alderman & Company. Bill is an M&A specialist in the middle market of the aerospace and defense industry with over $2 billion in mergers and acquisition-related transactions to his name. Before founding Alderman & Company in 2001, Bill worked for 15 years on Wall Street and in the Aerospace & Defense Industry, principally on M&A transactions in the middle market. His employers included BT Securities, Fieldstone, and General Electric. Bill is a Securities Principal registered with the Financial Industry Regulatory Authority (“FINRA”) and has four securities industry licenses (Series 7, 24, 63, and 65). Bill is a commercial pilot and owns and operates a Cirrus SR22. URL Link: https://www.aldermanco.com/ LinkedIn - https://www.linkedin.com/in/williamalderman/ About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF-trained Executive Coach. He is focused on recruiting senior-level executives in sales and operations across the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers. Since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, the International Aviation Women's Association, and the SOCAL Aviation Association.

While Gavin Newsom flirts with a run for President in 2028, former reality star Spencer Pratt has danced into the hearts of Angelenos with his common-sense campaign for LA Mayor – convincing many in the deep-Blue city to vote Republican for the first time in their lives. Can Spencer save California? Dave Rubin joins Dr. Drew to break down the bizarre reality of California's political landscape, the hypocrisy of the elite class, and the fight to return common sense to the Golden State. Former Congressman Bob Livingston details the shocking abuses of power within the American judicial system and how weaponized lawfare is being used to target political opponents. Rubin also discusses his upcoming one night only FLORIDA MAN event on June 11, 2026, at The Fillmore Miami Beach, featuring a candid conversation with Governor Ron DeSantis, along with Ben Shapiro, Jillian Michaels, and Adam Carolla. Reserve a spot now at https://daverubin.com/events Dave Rubin is the creator and host of The Rubin Report, with over two billion views and more than three million subscribers worldwide. He is a New York Times bestselling author of Don't Burn This Book and Don't Burn This Country, and launched Copal 22 Reposado Tequila in 2025. Follow at https://x.com/RubinReport Robert L. Livingston (Bob Livingston) is a Founding Partner of The Livingston Group and a former Member of Congress from Louisiana, first elected in 1977. He served as Chairman of the House Appropriations Committee from 1995–1998 and was chosen as Speaker-designate for the 106th Congress. A Tulane University graduate, he previously served as an Assistant U.S. Attorney and Chief Prosecutor. He is the author of The Rainbow Chaser and The Windmill Chaser. Learn more at https://livingstongroupdc.com 「 SUPPORT OUR SPONSORS 」 • STRONG CELL – If you want to feel more like your younger self, go to https://strongcell.com/ and use code DREW for 20% off. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• FATTY15 – The future of essential fatty acids is here! Strengthen your cells against age-related breakdown with Fatty15. Get 15% off a 90-day Starter Kit Subscription at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/fatty15⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • PALEOVALLEY - "Paleovalley has a wide variety of extraordinary products that are both healthful and delicious,” says Dr. Drew. "I am a huge fan of this brand and know you'll love it too!” Get 15% off your first order at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/paleovalley⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • THE WELLNESS COMPANY - Counteract harmful spike proteins with TWC's Signature Series Spike Support Formula containing nattokinase and selenium. Learn more about TWC's supplements at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twc.health/drew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 「 ABOUT THE SHOW 」 This show is for entertainment and/or informational purposes only, and is not a substitute for medical advice, diagnosis, or treatment. Executive Producers • Kaleb Nation - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://kalebnation.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Susan Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/firstladyoflove⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Content Producer • Emily Barsh - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/emilytvproducer⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Hosted By • Dr. Drew Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/drdrew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Ashlee Hall and Mary Lundstedt are Founding Partners at Hall Lundstedt, a boutique tax law firm serving clients nationwide in complex tax controversy, IRS resolution, strategic tax planning, and advanced structuring. As tax attorneys, they work with business owners, investors, high earners, and families to address audits, examinations, appeals, tax-advantaged structures, entity and transaction planning, credits and incentives, and liquidity events. Ashlee brings advanced tax planning and resolution experience, and Mary adds more than 20 years of legal experience in taxation, business matters, and taxpayer advocacy. Together, they help clients navigate complex tax issues with clear, legally grounded strategies designed to reduce risk, protect wealth, and support stronger business and personal outcomes. In this episode… Taxes are one of the most overlooked places where business owners and high earners lose money, not because they are doing something wrong, but because they are often working from incomplete information. Filing a return may satisfy compliance requirements, but it does not automatically mean someone is planning ahead, reducing risk, or taking advantage of the strategies available to them. So what changes when tax planning becomes proactive instead of reactive? The answer begins with understanding that tax filing and tax strategy are not the same thing. Experienced tax attorneys Ashlee Hall and Mary Lundstedt explain how business owners, investors, and high earners can benefit from legal guidance that looks beyond year-end reporting to encompass long-term planning, IRS readiness, and defensible tax mitigation. Ashlee emphasizes the importance of starting early, documenting decisions in real time, and being cautious with strategies that sound too good to be true. Mary points out that many costly tax problems begin when people wait until there is already an IRS issue, an exit event, or a missed opportunity before seeking help. Together, their insights encourage listeners to ask better questions, involve the right professionals earlier, and treat tax planning as an ongoing part of wealth protection. In this episode of Owner's Profit Playbook, Pat Mancuso talks with Ashlee Hall and Mary Lundstedt, Founding Partners at Hall Lundstedt, about why a CPA alone may not be enough to save business owners and high earners money. Ashlee and Mary discuss how proactive planning creates stronger outcomes, why legal tax guidance matters before problems arise, and examine audit readiness, risky strategies, IRS disputes, and exit planning.

Most founders think going public is the goal it's not.In this episode, Seth sits down with Joe Lucosky, Founding Partner of Lucosky Brookman, to break down how CEOs should actually think about going public whether through an IPO, SPAC, direct listing, or not at all.Joe shares the hard truth most advisors won't say: many companies simply aren't ready and chasing the public markets for the wrong reasons can do more harm than good.If you're building a company and thinking about the public markets, this conversation will change how you approach that decision.Seth's CompaniesVstock Transfer – https://www.vstocktransfer.com/Share Media – https://www.sharemedia.co/Listen to the ShowApple Podcasts – https://podcasts.apple.com/us/podcast/seth-farbman-on-podcast-from-startup-to-stock-exchange/id1356667808Spotify – https://open.spotify.com/show/54i7xkWaAALAFrUvk4WZcNConnect with SethLinkedIn – https://www.linkedin.com/in/sethfarbman/Instagram – https://www.instagram.com/sethfarbmanstockTikTok – https://www.tiktok.com/@sethfarbmanTwitter (X) – https://x.com/sethfarbman1About the ShowFrom Startup to Stock Exchange, hosted by entrepreneur and investor Seth Farbman, spotlights the journey of founders and CEOs as they scale their companies from early ideas to public markets. Each episode features candid conversations with leaders across industries, offering insights on growth, fundraising, branding, and the mindset it takes to build a company that lasts.Connect with Seth LinkedIn – https://www.linkedin.com/in/sethfarbman/ Instagram – https://www.instagram.com/sethfarbmanstock TikTok – https://www.tiktok.com/@sethfarbman Twitter (X) – https://x.com/sethfarbman1

In Louisiana v. Callais, the Supreme Court struck down Louisiana's congressional map, holding that the state had unconstitutionally relied on race in drawing district lines. The state's first map following the 2020 census contained one majority-black district, but the state redrew the map after a district court suggested that Section 2 of the Voting Rights Act required the state to create two majority-black districts.The redrawn map was itself challenged, however, as an unconstitutional racial gerrymander. On April 29, 2026, the Supreme Court issued a 6 - 3 decision ruling striking down the map. Louisiana had defended the map by arguing that it was required to consider race in order to comply with the Voting Rights Act, but the Court held that the VRA did not in fact require Louisiana to create an additional majority-minority district. Accordingly, no compelling interest justified the State’s use of race in creating the congressional map. Join us for a discussion of the decision and its implications going forward. Featuring:Bradley A. Benbrook, Founding Partner, Benbrook Law GroupProf. Michael R. Dimino, Professor of Law, Widener University Commonwealth Law School

Mitchell Littman, Founding Partner of Littman Krooks and head of the firm's Corporate and Securities practice. A seasoned transactional lawyer, Mitchell specializes in the hospitality industry, advising on mergers and acquisitions, financing, licensing, and management deals. He regularly represents celebrity chefs, restaurants, and hotels in complex corporate transactions.Mitchell is also an Adjunct Professor of Law at Brooklyn Law School, where he teaches Transactional Skills for Start-Ups as well as seminars on corporate and transactional matters. He is a frequent speaker and panelist at investment banking and securities law conferences and is frequently quoted in news media and trade publications.For more information on our guest:linkedin.com | Caryn Antoniniwww.cultivatedbycaryn.com@carynantonini@cultivatedbycarynshow###Get great recipes from Caryn at https://carynantonini.com/recipes/

Episode 93 - Rebecca Irby is the Founding Partner and President of PEAC Institute (Peace, Education, Art, Communication). Over the last ten years, Rebecca has served as an education and technology consultant.Disclaimer: Please note that all information and content on the UK Health Radio Network, all its radio broadcasts and podcasts are provided by the authors, producers, presenters and companies themselves and is only intended as additional information to your general knowledge. As a service to our listeners/readers our programs/content are for general information and entertainment only.  The UK Health Radio Network does not recommend, endorse, or object to the views, products or topics expressed or discussed by show hosts or their guests, authors and interviewees.  We suggest you always consult with your own professional – personal, medical, financial or legal advisor. So please do not delay or disregard any professional – personal, medical, financial or legal advice received due to something you have heard or read on the UK Health Radio Network.

Nick Gonzalez, CCIM, is a Partner and Managing Director of Brokerage Services at Linville Team Partners, where he leads a high performance team specializing in investment sales, acquisitions, and strategic advisory for private and institutional clients. Since joining the firm in 2014, Nick has built a reputation for uncovering off market opportunities, executing complex 1031 exchanges, and delivering tailored solutions that align with each investor's goals and risk profile, all while helping clients scale their portfolios with minimal friction. Working closely with Aubrey Linville, President and Founding Partner with over 20 years of experience across multiple asset classes, the duo brings a powerful combination of brokerage, investment, and private equity expertise to every transaction. Known for a relationship first approach grounded in trust, transparency, and long term alignment, Nick plays a key role in shaping deal strategy and driving results for investors.   Here's some of the topics we covered:   Flipping houses for quick cash until the crash hit hard Losing big and pivoting into commercial real estate Building a brokerage empire and scaling creative M&A deals Starting at the worst time and winning by going contrarian The real secret to partnerships that actually last Why your worst deals teach you the most How to get brokers to take you seriously and find real deals   To find out more about partnering or investing in a multifamily deal: Text Partner to 72345 or email Partner@RodKhleif.com    For more about Rod and his real estate investing journey go to www.rodkhleif.com   Please Review and Subscribe  

Opening Remarks & Session 1: What China WantsJohns Hopkins SAIS ACF Conference, April 3, 2026This week's episode features audio from a day-long conference hosted by the Institute for America, China, and the Future of Global Affairs (ACF) at Johns Hopkins SAIS, held on April 3rd in Washington, DC. The conference, titled "The China Debate We're Not Having: Politics, Technology, and the Road Ahead," brought together a wide range of scholars, former officials, and analysts to interrogate some of the foundational assumptions underlying US policy toward China — a conversation I found compelling enough to share directly with Sinica listeners, with the full blessing of the organizers.You'll hear two segments in this episode.Opening Remarks — Jessica Chen WeissACF's inaugural faculty director Jessica Chen Weiss opens the conference by framing its central provocation: that much of the prevailing US policy discourse assumes an intrinsically zero-sum competition with China, and that this assumption has not been adequately examined. She argues for a more rigorous, evidence-based conversation — one that takes seriously the possibility that American and Chinese interests are competitive but not necessarily adversarial, and that may even leave room for complementarity in some domains. She previews the day's three thematic sessions — on what China wants, what the United States wants, and the stakes of technological and AI rivalry — and situates the whole enterprise in what she describes as a hinge moment in world history.Session 1: What China WantsModerated by Demetri Sevastopulo of the Financial Times, the first panel takes up the deceptively simple question of what China is actually trying to achieve on the world stage — and whether its ambitions are as expansive as much US policy discourse assumes.Jessica Chen Weiss argues that China's core objectives remain relatively modest and sovereignty-focused: security, development, and legitimacy within an order long dominated by the United States. She pushes back on the idea that China is eager to assume the burdens of global leadership, noting that Chinese interlocutors are acutely aware of the domestic overextension that has constrained American power. Sevastopulo coins — with Weiss's amusement — the term "China-first" to describe Beijing's orientation.Dan Taylor, drawing on his decades in the Defense Intelligence Agency, urges the audience to take Chinese leadership statements seriously rather than projecting worst-case intentions onto them. He notes that Beijing still sees itself as a developing nation with enormous domestic work ahead, and that its articulated goals leave considerable room for interpretation before one arrives at the conclusion that China seeks to displace the United States as global hegemon.Arthur Kroeber adds an economic dimension, tracing how China's export-driven model has generated massive global surpluses — and why the resulting tensions with trading partners are, in his view, a structural problem rather than evidence of strategic malice. He argues that much of what looks like geopolitical aggression is better understood as the consequence of an economic model operating at enormous scale with insufficient domestic demand to absorb its own output.Shao Yuqun, speaking from her perch at the Shanghai Institutes for International Studies, offers the most pointed challenge to the panel's relatively sanguine framing. She argues that the United States' own behavior — erratic policy, withdrawal from multilateral commitments, and the disruptions of the Trump era — has itself destabilized the order that American strategists claim to be defending. She is measured but direct, and her presence gives the conversation a texture that too many Washington panels lack.The discussion ranges across China's Iran diplomacy, the prospects for a US-China summit, the question of whether Beijing is exploiting Trump-era tensions to deepen ties with traditional US allies, and — in a lively closing exchange — who the next generation of Chinese leadership looks like (with Kroeber's deadpan answer, "Xi Jinping," getting the biggest laugh of the session).Guests:Jessica Chen Weiss, David M. Lampton Professor of China Studies, Johns Hopkins SAIS; Inaugural Faculty Director, ACFDan Taylor, Adjunct Researcher, Institute for Defense Analyses; Senior Fellow, Johns Hopkins SAIS ACFArthur Kroeber, Founding Partner, Gavekal DragonomicsShao Yuqun, Director, Institute for Taiwan, Hong Kong & Macao Studies, Shanghai Institutes for International StudiesModerator: Demetri Sevastopulo, US-China Correspondent, Financial TimesRemaining sessions from the conference — on what the United States wants, tech rivalry and competing visions of the future, and a fireside chat between Henry Farrell and Alondra Nelson on the AI race reconsidered — will be released over the coming weeks.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.