Podcasts about Genoa

Vittorio and Alasdair discuss another Davide Frattesi show as Lazio beat Genoa 1-0 to go joint-top of Serie A! We review the game, consider whether our new midfielder has changed what's possible this season and look ahead to what's needed before the end of the transfer window. Hosted on Acast. See acast.com/privacy for more information.

Victoria and Kyle go all the way!; Jack and Diane go to Tahiti; Victor goes to rehab; Marie tempts Nick in rehab; Will Sally have a miscarriage?; Billy and Lily make a deal; When Billy and Victoria were a Y&R Supercouple; and Nate and Stephanie almost kiss? Autumn has arrived in Chenoa City. My new […]

Why do Genoa and Napoli fans have a friendship pact? How did it start? When did it start? Nima Tavallaey breaks down the history behind a friendship between two sets of fans which prompted Italian pop stars Alfaa and Gigi D'Alessio to record, release and perform a new song titled "Genova e Napoli" ahead of the opening 2026/2027 Serie A fixture between the two sides at the Marassi. This is an extended clip from this Monday episode of The Italian Football Podcast available on all platforms. If you want to support The Italian Football Podcast and get every episode, simply become a member on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon.com/TIFP⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ OR ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ OR ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube Memberships⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Your support makes The Italian Football Podcast possible.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok Learn more about your ad choices. Visit podcastchoices.com/adchoices

Sharon visits Nick at rehab… and passes along Matt's message; Billy vs. Basically everyone over Chancellor Industries; Nate grills Stephanie's cheese; Victoria and Kyle are heating up… already!; and Girls night with Christine, Traci, and Nina! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS WEEK: Ali’s Y&R […]

Luke Burgis left Wall Street after two years, founded a few successful companies in his twenties, then walked away to spend three years in a Roman seminary on the path to the priesthood. He now runs the Cluny Institute and teaches at Catholic University. His book Wanting made René Girard legible to a general audience; the new one, The One and the Ninety-Nine, takes mimetic theory into the dynamics of self and crowd in an age of social contagion. He joined Tyler to discuss whether the age of pessimism is ending, why the Anglo world in particular seems so unhappy, whether Dostoevsky or Thomas Mann better diagnoses modernity, the kind of reader his own book would ruin, why he thinks AI will make social contagion weaker, what put him off consulting with Anthropic on Claude's constitution, what effective altruism misses, why men and women are drifting apart, what he'd fund in every American city, the case for reintroducing friction, whether a Gnostic reading of the lost sheep explains our moment, what Rod Dreher gets right about withdrawal, why Genoa is Italy's most underrated city, what confession times reveal about a church, why Italians seem tired of their Catholicism, why he didn't become a priest, where he differs from Ross Douthat, why exorcists appear to be on the rise, the sudden mimetic antisemitism on the right, the book his 23-year-old self would have hated, what he secretly admires about Silicon Valley, why Michigan never left him, what the original Cluny can teach a modern talent network, how he hopes to face his own death, what he'll do next, and more. Read a transcript enhanced with helpful links, or watch the full video on YouTube. Recorded April 30th, 2026. Other ways to connect Follow us on X and Instagram Follow Tyler on X Follow Luke on X Sign up for our newsletter Join our Discord Email us: cowenconvos@mercatus.gmu.edu  Learn more about Conversations with Tyler and other Mercatus Center podcasts here. Timestamps: 00:00:00 - Intro 00:05:08 - On overapplying mimetic theory 00:06:35 - On AI and social contagion 00:07:53 - On declining Anthropic's invitation 00:09:36 - On the widening gap between men and women 00:12:25 - On anti-mimetic postures, jazz, and porn 00:16:46 - On Genoa, Naples, and societal escape fantasies 00:18:31 - On Italian Catholicism 00:26:59 - On not becoming a priest 00:29:13 - On beauty, enchantment, and the Gnostic sheep 00:40:22 - On what Wall Street taught him 00:43:50 - On Michigan 00:45:12 - On the Cluny Institute 00:48:41 - On dealing with death and what else is next 00:51:21 - Outro Image credit: Kirth Bobb

Billy claims Chancellor Industries for The Abbotts; Devon announces The Neil Winters College of Arts and Humanities; Nate's hand surgery; Nick gets high, has sex with Marie, and goes back to rehab; Christian is about to be SORAS'd; and Victoria and Kyle almost kiss! Visit https://www.yrchat.com to chat with fun and friendly fans of The […]

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

Le ultime ore in casa Genoa sono state scandite dal rientro in gruppo, dopo settimane di lavoro in solitaria, di Alan Matturro. Questo ritorno porta ad una riflessione su quelle che potrebbero essere le scelte difensive, anche sul mercato in entrata. Intanto in archivio un test da 45' con la Primavera. Parliamo di questo e di mercato qui. Buoncalcioatutti!

Nick relapses; Billy uncovers Chancellor Industries bailout; Billy tells Victor Adam lied about Newman Media; Matt threatens Adam; Goodbye Noah and Sienna… Hello Danny and Daniel; Mariah returns… and so will Cassie; and Nikki and Victor surprise re-wedding! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS WEEK: […]

Prosegue la nostra rubrica sul Fantacalcio, dove vi presentiamo tutti i calciatori stranieri che vengono a giocare in Serie A. Oggi è la volta di Hamed Traorè, nuovo centrocampista del Genoa. Ne parlano Simone Indovino e Nicola Bondavalli. Potrero, dove tutto ha inizio. Un podcast sul calcio italiano e internazionale.Su Como TV (https://tv.comofootball.com) nel 2026 potete seguire in diretta le partite della Championship inglese, Carabao Cup, Coppa di Germania, Saudi Pro League, Saudi King's Cup, Supercoppa d'Arabia, Copa Libertadores, Copa Sudamericana, Recopa, Liga Profesional Argentina, Trofeo de Campeones argentino, Eredivisie, Coppa di Francia, Scottish Premiership, Coppa di Scozia, Scottish League Cup, Scottish Championship, Coppa di Portogallo, Supercoppa di Portogallo e tutti i contenuti di calcio italiano e internazionale on demand.

Ritorniamo sul Trofeo Spagnolo vinto ieri dal Deportivo, ma soprattutto torniamo sulle indicazioni che ha fornito quest'ultima gara amichevole prima dell'esordio ufficiale in Coppa Italia e su come analizzare le parole di De Rossi. Ne parliamo qui

A conversation with Tackle Terry Tuma plus a talk with Megan Bradley a Mussel Biologist with the US Fish and Wildlife Service in Genoa. She discusses freshwater mussels and their importance in the river ecosystem plus some of the research that she does. See omnystudio.com/listener for privacy information.

 Una puntata dedicata al calciomercato del Genoa, rispondendo anche a molte domande che ci avete fatto nelle ultime ore. Da Masini a Dallinga, da Scaglione alle parole di Sow. Le ultime

Il Genoa ha ripreso ad allenarsi con un Østigard in più e mette nel mirino l'amichevole del Ferraris contro il Deportivo La Coruna. Intanto tengono banco le vicende di mercato, dall'arrivo di Sow presto ufficiali a El Shaarawy e il casting attaccante. Ne parliamo qui. Buoncalcioatutti!

In questa puntata vi descriviamo il nuovo centrocampista del Genoa, Djibril Sow, che ha ricevuto il via libera dal Siviglia per viaggiare in direzione dell'Italia e di Genova dove, tra oggi e domani, completerà l'iter per diventare ufficialmente rossoblù

Il commento al test con giusto disputato oggi dal Genoa contro il Bournemouth e terminato con il risultato di 10-1 in favore della formazione inglese. Intanto, si avvicina quota 20mila abbonati e Vogliacco è diretto alla Cremonese. Buoncalcioatutti!

Prosegue la nostra rubrica sul Fantacalcio, dove vi presentiamo tutti i calciatori stranieri che vengono a giocare in Serie A. Oggi è la volta di Elias Havel, nuovo attaccante del Genoa. Ne parlano Adele Stigliano e Giuseppe Broggini.Potrero, dove tutto ha inizio. Un podcast sul calcio italiano e internazionale.Su Como TV (https://tv.comofootball.com) nel 2026 potete seguire in diretta le partite della Championship inglese, Carabao Cup, Coppa di Germania, Saudi Pro League, Saudi King's Cup, Supercoppa d'Arabia, Copa Libertadores, Copa Sudamericana, Recopa, Liga Profesional Argentina, Trofeo de Campeones argentino, Eredivisie, Coppa di Francia, Scottish Premiership, Coppa di Scozia, Scottish League Cup, Scottish Championship, Coppa di Portogallo, Supercoppa di Portogallo e tutti i contenuti di calcio italiano e internazionale on demand.

Beppe Severgnini, author of Italian Lessons: 50 Things We Know About Life Now, reflects on Italy's experience as the first Western nation struck by the COVID-19 pandemic. Centered in his hometown of Crema, the narrative begins with a symbolic 13th-century crucifix in the local cathedral, a historical touchstone that comforted ancestors during plagues in 1630 and 1747. During the 2020 crisis, the community witnessed modern interventions, such as an Italian army field hospital built in three days and the arrival of Cuban medical teams to assist overwhelmed local doctors. The book outlines 50 lessons derived from Italian life, emphasizing cultural strengths like the "Five Fs": Family, Food, Fashion, Fantasy, and Feelings. Severgnini highlights the nation's social fabric, where spontaneous networks of volunteers ensured no elderly person was left without food or medicine during the lockdown. He also explores Italy's diverse urban identities, categorizing cities as narrative (Milan, Turin), poetic (Trieste, Genoa), or theatrical (Naples). Beyond the crisis, the book celebrates the artisan's gift for "thinking with their hands" and the enduring "Dolce Vita," a lifestyle where individuals are truly seen and valued. Ultimately, the work portrays a society rooted in ancient history but capable of profound modern adaptation. (1)1918 SPANISH FLU PANDEMIC TRAINING

Y&R names new head writers Jamey Giddens and Dan O'Connor; Nikki's nightmare episode; Noah and Sienna argue over Matt; Phyllis and Matt have sex; Lily and Cane have sex; Devon's identity crisis; and Billy searches for the Chancellor secret! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS […]

Tante le amichevole andate in scena ieri: la Lazio di Gattuso supera 6-3 l'Avellino di Nesta. L'Inter batte ai rigori il Manchester City, 1-1 al 90′, la Fiorentina pareggia 2-2 contro il Real Madrid di Mourinho, mentre la Roma viene sconfitta 4-1 dal Cardiff City.

Il Genoa vince 1-0 col Leicester grazie alla retre di Colombo, tra i migliori in campo per i rossoblù asieme a Bijlow. Quali riflessioni ci lascia questa partita? Quali indicazioni arrivano chiaramente dal King Power Stadium? Il racconto della giornata in questa puntata e su www.buoncalcioatutti.it

Post match analysis with Matt Piper and reaction from Foxes boss Russell Martin.

Il Genoa ha chiuso per l'arrivo di Mario Mitaj, laterale mancino classe 2003 che arriva con la formula del prestito con diritto di riscatto Al-Ittihad. La trattativa è ormai chiusa, con il calciatore già giunto in città e pronto ad unirsi al resto della squadra per le due amichevoli in Inghilterra in programma domani e martedì. L'ufficialità del trasferimento è attesa nelle prossime ore

Owynn hears more from the City camp ahead of their final pre-season game against Genoa.

Yachting does not run on yachts alone. It runs on captains, crew, marinas, shipyards, agents, suppliers, contractors, and the people who understand how to keep the entire ecosystem moving.In this episode of The Crew Car, Captain James Battey, Founder of the Yacht Workers Council, sits down with Giusy Murolo, Sales Manager at Marina Genova, to discuss why captains and crew are the real asset in yachting, how Marina Genova developed into a strategic hub for large yachts, and why poorly designed regulation can damage far more than the people it claims to target.Giusy shares how she joined Marina Genova while it was still being built and how the marina's focus shifted once it became clear that captains and crew were central to yacht movement, yard periods, services, and onboard decisions. The conversation looks at why marina support must go beyond berths and technical facilities to include airport access, provisioning, contractors, transport, local knowledge, crew services, and the wider community surrounding the marina.James and Giusy also discuss the new Schengen stamp-in and stamp-out rules affecting crew joining yachts in Italy. Under the current system, crew may only be stamped out once the captain declares an exact departure date within 10 days. While that may be manageable for yachts moving during the summer season, it creates a far more serious problem for yachts entering refit periods, remaining in Italy for longer stays, or relying on non-EU crew.The consequences are not limited to paperwork. They affect crew time, captain workload, continuity onboard, costs, refit planning, agents, marinas, shipyards, local businesses, and whether yachts choose to remain in Italy at all.Giusy also explains the work of Genova for Yachting and the substantial economic impact the industry has across Genoa and Liguria. When yachts stay, they support far more than a berth. They support provisioning companies, contractors, restaurants, transport providers, technical businesses, retail, tourism, and entire local supply chains.Because when regulation does not reflect how yachting actually works, everybody loses.

Billy suspects Jill is hiding a secret inside Chancellor Industries; Nikki's blindness brings her closer to Victor; Claire foreshadows the Victoria/Kyle hookup; Martin is back and Traci agrees to meet with him; Nick sees Phyllis and Matt kissing; and Ashley tries to counsel Devon and Abby. Visit https://www.yrchat.com to chat with fun and friendly fans […]

Episode on CSA Baraonda: https://www.patreon.com/posts/157530096 Comrade Matteo comes to us once again to not only give us a history lesson on the brutal repression of people in Italy fighting global imperialism 25 years ago, but how the left in Italy today is remembering those days and trying to keep building the movement for a better world. 25 years ago Carlo Giuliani was murdered by police and media figures were brutalized in The Diaz School. Today the people of Italy haven't forgotten those crimes and are standing up to say that the fight isn't over until we win. Join the discord: discord.gg/tDvmNzX Follow the pod at instagram.com/workstoppage, @WorkStoppagePod on Twitter,  John @facebookvillain, and Lina @solidaritybee

This week on Serie A Spotlight, Jake sat down with 17 year old Caden Tanti, the first Maltese male youth player to sign professionally with a Serie A club. We talked about the move to Genoa, life away from home, and what it takes to make it as a Maltese footballer in Italy. A must listen for every Spothead

Are Kyle and Victoria gonna hook up? Answer is yes.; Nikki's blindness brings her closer to Victor; Sally and Audra defend Spectra Charles against Victor; The Newmans vs. Matt; and Abbott family bonding Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS WEEK: Ali’s Y&R Recap, The Weekly […]

The former head of Italy's motorway operator has been given a 12-year prison sentence over the collapse of Genoa's Morandi bridge in August 2018. 43 people died when the bridge running through the city came down in a rain storm during the summer season, sending cars and lorries plummeting to the ground. The ex-chief executive of Autostrade per l'Italia Giovanni Castellucci was accused of delaying planned maintenance of the structure. More than 30 others were found guilty in connection with the disaster. Also, as Washington continues to strike sites across Iran; we hear from voices inside Iran. Reports emerge of two boats carrying more than 500 Rohingya migrants have capsized off the coast of Myanmar. How 'Bluey', the beloved children's cartoon series featuring a Blue Heeler puppy will now be available in an Australian Indigenous language. And how singing and learning to play instruments is helping to give orphans and young people displaced by war in Gaza hope. The Global News Podcast brings you the breaking news you need to hear, as it happens. Listen for the latest headlines and current affairs from around the world. Politics, economics, climate, business, technology, health – we cover it all with expert analysis and insight. Get the news that matters, delivered twice a day on weekdays and daily at weekends, plus special bonus episodes reacting to urgent breaking stories. Follow or subscribe now and never miss a moment. Get in touch: globalpodcast@bbc.co.uk

Protests have been taking place in several Ukrainian cities against President Volodymyr Zelensky's surprise dismissal of popular Defence Minister Mykhailo Fedorov. We get reaction from an opposition Ukrainian MP. Also on the programme: a court in Italy has given a 12-year sentence to the former motorway boss blamed for the fatal collapse of a bridge in Genoa in 2018; and we hear from Nasa's head of science about its new super-powerful telescope. (Photo: Ukraine's Defence Minister Mykhailo Fedorov attends a meeting of the Ukraine Defence Contact Group, after a meeting of Nato Defence Ministers at the Alliance headquarters in Brussels, 12 February, 2026. Credit: Reuters)

Smoke from wild-fires covers much of North America. Toronto, Chicago and Boston are all under the smoke haze.Indian Government bans its seafarers from going through the Strait of Hormuz.And in Italy, thirty-two people were found guilty in connection with a bridge collapse in Genoa in 2018.

Patty frames Diane, tries to kill Jack and Diane, and goes to prison; Jack and Diane are reunited; Remembering John Abbott and Ashley's return; Jill recast recap and speculation; Kyle comes for Victor and Victor comes for Spectra Charles! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS […]

Today he’s known mainly as a figure from medals carried to insure safe travels, but that image of a giant carrying the Christ Child across a dangerous river represents only the final stage in the long and strange evolution of the saint’s legend. Earlier or forgotten aspects of his story describe Christopher as a ferocious soldier, the Devil’s servant, a cannibal, and even a dog-headed monster. Our episode begins with the best known version of the tale recorded in The Golden Legend, the classic collection of hagiographies written in 1260 by Jacobus de Voragine, a Dominican friar in Genoa. Here Christopher begins as Reprobus, a fearsome giant determined to serve the most powerful master in the world. He first serves a king but abandons him after discovering that the king fears the Devil. Reprobus then serves the Devil, only to discover that the Devil fears Christ. Seeking Christ, Reprobus encounters a hermit who suggests that the giant use his great strength to carry travelers across a dangerous river. One night, a mysterious child asks to be carried across. As Reprobus struggles through the rising water, the child becomes impossibly heavy. Upon reaching the opposite bank, the child reveals himself as Christ and explains that Reprobus has carried both the Creator of the world and the weight of the world itself. Reprobus thus becomes Christopher, the “Christ-bearer.” St. Christopher Joachim Patinir, ca1522 After this, comes the lesser known portion of his tale, in which Christopher runs up against Roman authorities thanks to his Christian faith. As a sign that God will be with him throughout this, his staff planted in the earth breaks for in blooms, and he’s preserved through numerous tortures and attempts to execute him after his refusal to worship the pagan gods. Tortures fail to harm him, arrows miraculously stop in midair, and Christopher eventually converts the king responsible for his execution. But earlier versions of the legend are considerably stranger. Around 986, the German poet and bishop Walter von Speyer composed two Latin hagiographies, one in prose and the other in verse. Each tells the same story, describing Reprobus as a dog-headed cannibal who could only bark before his conversion.  The struggle through the river in de Voragine 13th-century tale is prefigured as a spiritual transformation in the waters of baptism. An even older narrative is found in the apocryphal Acts of Andrew and Bartholomew.  Pieced together from parchments dated to the fifth and seventh centuries, merging stories, which originated in Coptic communities of Syria and Egypt. We hear extensive passages from this particularly fantastical tale read by Mrs. Karswell. In this  which the apostles encounter a terrifying dog-headed cannibal named “Bewitched.” He’s been sent to them by an angel, who first removes his appetite for human flesh and grants him the ability to speak. Renamed  “Christian,” (though still referred to in the text as “Dog’s Head”) the creature accompanies the apostles on their missionary adventures to the city of Barbaros in Parthia. When they are sentenced to death by  lions and tigers , Dog’s Head is divinely granted a temporary return to his original ferocity, and slaughtering and devouring the beasts. Walls of fire, flying idols, miraculous floods, and more grisly tortures and martrydoms, round out the narrative. St. Christopher in 18th-century Russian lubok print A slightly later Greek text, The Martyrdom of Christophoros, brings the legend closer to its later form. Reprobus remains a dog-headed member of a cannibalistic race but is now a soldier and Christian. After receiving the miraculous ability to speak, he converts fellow soldiers, survives numerous tortures, and is eventually martyred by beheading. Several elements later incorporated into the Golden Legend—including his flowering staff, conversion of prostitutes, and miraculous survival of torture—already appear here. A number of images of St. Christopher as a dog-headed man (Greek: cynocephalus) can still be seen  in Orthodox churches and monasteries in Greece and Russia.  While Peter the Great sought to suppress this portrayal of the saint in 18th-century Russia, his efforts were not entirely successful, and cynocephalus icons are produced by the sect known as the Old Believers to this day. Christopher's monstrous appearance was intended to highlight both a pre-conversion savagery and extreme foreignness. Ancient and medieval writers from Herodotus to Marco Polo repeatedly placed imaginary races of dog-headed humans in distant, unexplored lands. Armenian illustrations of Pentecost similarly included cynocephali to symbolize the remotest peoples reached by Christianity. We end the episode with a nod to St. Christopher’a identity as the patron saint of surfers, and a bit of music from that unlikely nexus of Catholicism and surfdom.  It’s a snippet from the 1999 album by the Malibooz, Living Water:The Surfer’s Mass. “Horse-head” St. Christopher from Assumption Cathedral, Sviyazhsk, Russia.  

Patty stabs Jack; Kyle rescues Diane; The Jill recast; Cane collects Team Chancellor; Nikki is out of surgery; and Victor's first blind wife, Hope Adams (Adam's mom)! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS WEEK: Ali’s Y&R Recap, The Weekly Y&R Polls, a “Who Said It” […]

On today's episode, Andy and DJ break down President Trump's announcement that the U.S. and Iran will hold fresh talks after recent strikes strained the ceasefire, locals in Genoa, Italy pummeling a man accused of masturbating in front of young children and families at the beach, and Fever guard Sophie Cunningham saying WNBA players are "definitely targeting" Caitlin Clark.

Nikki is blind!; Claire tells Victor about Nikki's condition; When Neil was blind and Devon and Hilary had an affair; Diane plays Markum's game; Jack kisses Patty; Matt asks Phyllis out on a date; Nick resists temptation and opens up about his addiction. Visit https://www.yrchat.com to chat with fun and friendly fans of The Young […]

Join Claire Grierson and Michael Mervyn-Jones as they discuss how the Tanker industry is approaching the recent developments in the US/Iran conflict and examine what could happen if the Strait of Hormuz remains open for a sustained period of time. The SSY Monthly Shipping Review is available to download for all SSY Navigator subscribers. To subscribe to SSY Navigator, simply email navigator@ssyglobal.com Panellist contact details Claire GriersonHead of Tanker Research, SSYE: c.grierson@ssyglobal.comMichael Mervyn-JonesDirector of Communications and Marketing, SSYE: m.mervyn-jones@ssyglobal.com About SSY Established in 1880, SSY has grown to become one of the biggest and most trusted names in broking, operating around the world via its 28 local offices – with over 650 experts covering a range of major markets including Dry Cargo, Tankers, Derivatives, LNG, Sale and Purchase, Offshore, Rigs, Nuclear Energy, Chemicals, Aquaculture, LPG, Towage, Recycling and Corporate Finance. SSY has a global reach with offices in Aberdeen, Athens, Bergen, Copenhagen, Dubai, Geneva, Genoa, Hamburg, Hong Kong, Houston, Kristiansand, London, Madrid, Mumbai, New York, Osaka, Oslo, Rio, Rotterdam, Seoul, Shanghai, Singapore, Stamford-USA, Sydney, Tokyo, Vancouver, Varna, Zug.www.ssyglobal.com Hosted on Acast. See acast.com/privacy for more information.

What separates good craftsmanship from truly exceptional craftsmanship? In this episode, BOAT's head of digital content Holly Margerrison goes behind the scenes of the BOAT Artistry & Craft Awards with judge and Parkway England CEO Jay Rushton, discussing this year's winners, the judging process and the future of artisan-led design in yachting. She also catches up with 2025 Emerging Artisan of the Year winner Poppy Pawsey to hear how the accolade helped shape her career one year on at British design studio Silverlining.This episode of BOAT Briefing is sponsored by Amico & Co, a Genoa-based, family-owned refit yard with more than 200 years of maritime heritage, renowned for its full-service refit expertise on large yachts, delivered through highly specialised in-house teams.Read more:The newly crowned 2026 winners https://www.boatinternational.com/yachts/editorial-features/boat-artistry-and-craft-awards-2026-celebrating-the-winnersMore about Poppy's story https://www.boatinternational.com/yachts/editorial-features/boat-artistry-craft-awards-winners-celebrating-artworks-yachts-kismet-foxThe BOAT Artistry & Craft Awards will return to the Superyacht Design Festival in 2027, with nominations now open until 21 October 2026. 

fWotD Episode 3336: Battle of Trapani Welcome to featured Wiki of the Day, your daily dose of knowledge from Wikipedia's finest articles.The featured article for Tuesday, 23 June 2026, is Battle of Trapani.The Battle of Trapani took place on 23 June 1266 off Trapani, Sicily, between the fleets of the Republic of Genoa and the Republic of Venice, as part of the War of Saint Sabas (1256–1270). During the war, the Venetians held the upper hand in naval confrontations, forcing the Genoese to resort to commerce raiding and avoiding fleet battles. In the 1266 campaign, the Genoese had an advantage in numbers, but this was not known to the Genoese commander, Lanfranco Borbonino. As a result, the Genoese tarried at Corsica until the end of May. The Venetian fleet under Jacopo Dondulo was left to sail back and forth, awaiting the appearance of the Genoese fleet in the waters around southern Italy and Sicily. Fearing that the other side had more ships, both sides reinforced their fleets with additional ships, but the Genoese retained a small numerical advantage.The two fleets met near Trapani in Sicily on 22 June. After learning of the Venetian fleet's smaller size, the Genoese war council resolved to attack, but during the night Borbonino reversed the decision and instead ordered his ships to take up a defensive position, bound together with chains, near the shore. As the Venetian fleet attacked the next day, many of the Genoese crews, mostly hired foreigners, lost heart and abandoned their ships. The battle was a crushing Venetian victory, as they sank or captured the entire Genoese fleet. On their return to Genoa, Borbonino and most of his captains were tried and fined large sums for cowardice. Despite the loss, Genoa continued the war, in which neither side was able to gain a decisive advantage, until it was ended through French mediation in 1270.This recording reflects the Wikipedia text as of 00:00 UTC on Tuesday, 23 June 2026.For the full current version of the article, see Battle of Trapani on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm generative Stephen.

Patty kidnaps Diane and moves in with Jack?!; Is Laurence Markum really Martin Laurent?; Matt woos Cane and Phyllis as Cane woos Lily; Jill's return, Billy and Cane's rivalry over Chancellor Industries; Adam and Chelsea rebuild Newman Media; Sienna blasts Audra and Claire learns Nikki's history! Visit https://www.yrchat.com to chat with fun and friendly fans […]

Tonight on TV Party Tonight, we wrap up our retrospective on Aaron Sorkin's The Newsroom with a look at Seasons 2 and 3, where the series shifts from an idealistic defense of journalism to a critique of its failures. Season 2 centers on the Genoa scandal, a disastrous report alleging the U.S. military used sarin gas in Afghanistan. Inspired by CNN's real-life Operation Tailwind controversy, the storyline explores confirmation bias, source reliability, and the dangers of reporters becoming too invested in a narrative they want to be true. We discuss whether the season's conspiracy-driven plot ultimately undermines its message and why Maggie's Africa storyline remains one of the show's most emotionally powerful arcs.Season 3 turns its attention to the Boston Marathon bombing, citizen journalism, whistleblowers, and government secrecy. As Neal Sampat becomes entangled in a Snowden-era leak and Will McAvoy faces jail rather than betray a source, The Newsroom asks whether journalistic principles can survive in an age of social media, corporate ownership, and political pressure.Join us on our journey to Memphis.Disclaimer: The following may contain offensive language, adult humor, and/or content that some viewers may find offensive – The views and opinions expressed by any one speaker does not explicitly or necessarily reflect or represent those of Mark Radulich or W2M Network.Mark Radulich and his wacky podcast on all the things:https://linktr.ee/markkind76alsohttps://www.teepublic.com/user/radulich-in-broadcasting-networkFB Messenger: Mark Radulich LCSWTiktok: @markradulichtwitter: @MarkRadulichInstagram: markkind76RIBN Album Playlist: https://suno.com/playlist/91d704c9-d1ea-45a0-9ffe-5069497bad59 

Where is Diane Jenkins? Y&R BTG Crossover; Sienna bartends The Shadow Room; Sharon toasts Noah and supports Phyllis; Danny announces retirement from touring; Nate needs two hands; Victor gives Phyllis Arabesque; Nick attends a Narcotics Anonymous meeting; The Victor and Nikki reunion; Malcolm and Holden bond; Lily tells Billy Cane is Chancellor CEO; Matt crushes […]

Let's continue our sojourn to sleep through a month of travel readings with more from Charles Dickens and his tour through Italy. This time, we conclude our visit to Genoa, have a strange experience with puppets, an even stranger visit to Marseilles, and consider that things are often more beautiful seen from a distance. Truth indeed.   Help us stay ad-free and 100% listener-supported! Patreon: https://www.patreon.com/boringbookspod Buy Me a Coffee: https://www.buymeacoffee.com/d5kcMsW   Read "Pictures from Italy" by Charles Dickens at Project Gutenberg: https://www.gutenberg.org/ebooks/650   Music: "Peace," by Lee Rosevere, licensed under CC BY, https://leerosevere.bandcamp.com   If you'd like to suggest a copyright-free reading for soft-spoken relaxation to help you overcome insomnia, anxiety and other sleep issues, connect on our website, https://www.boringbookspod.com.

Victor gets Newman Enterprises back!; Sharon supports Phyllis, Daniel does not; Devon confronts Holden, and Does Stephanie have the hots for Nate?; Noah reveals The Shadow Room; Matt Clark gets his memories back; Adam and Sally bond, and Chelsea says no to another baby; and Retro Recap: Phyllis and Nick's Affair! Visit https://www.yrchat.com to chat […]

BOAT International's editor Caroline White sits down in Milan with Benedetto Vigna, chief executive officer of Ferrari, to discuss why his engineers are designing a sailing yacht and what the carmaker stands gain by doing so. The Ferrari Hypersail project is a 30-metre flying monohull and experimental platform designed to operate at the edge of what's currently possible in energy management, aerodynamics, and control systems. Vigna discusses what the car company is bringing to offshore open ocean racing and a world that's already defined by specialist naval architects; what Ferrari thinks it can learn from a project like this; and how it plans to translate those lessons back into road cars.This episode of BOAT Briefing is sponsored by Amico & Co, a Genoa-based, family-owned refit yard with more than 200 years of maritime heritage, renowned for its full-service refit expertise on large yachts, delivered through highly specialised in-house teams.Read more: https://www.boatinternational.com/yachts/news/exclusive-interview-ferrari-hypersail-sailing-yachthttps://www.boatinternational.com/yachts/news/ferrari-hypersail-racing-yacht-in-build

Nick overdoes on drugs and Matt saves his life; Phyllis turns on Matt… but also almost kisses him; Did Patty kidnap Diane?; Cane and Lily romantic dinner and kiss; Claire snoops on Holden; Billy tells Adam he and Sally are engaged and pregnant; Devon apologizes to Abby; and Katherine Chancellor's 1984 facelift! Visit https://www.yrchat.com to […]

Patty and Phyllis fight over Matt; Jack lies to Nikki about Victor; Nick lies about his addiction; Where is Christian Newman?; Billy and Sally plan an October wedding; Holden and Claire have sex in NYC; and Devon pays a visit to Mariah. Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and […]

Milan keep their Champions League dreams alive! Despite missing Rafael Leão and starting Christian Pulisic on the bench, Milan battled for a MASSIVE 2-1 victory over Genoa in one of the most important matches of the season. Milan control their own destiny, a win on matchday 38 guarantees them a top 4 finish.

Phyllis and Matt: Hot or Not?; Matt's amnesia and Phyllis' plan; Nick is on drugs and ready to murder Matt; Diane's nightmare: Jack and Patty reunited; Lily and Cane kiss post-surgery; and Holden and Claire kiss in NYC! Visit https://www.yrchat.com to chat with fun and friendly fans of The Young and the Restless. THIS WEEK: […]