Podcasts about Orange County

This week on RHOC, Emily hosts the ladies at her mother in law's Persian party despite strain with Shane, Carmella starts noticing a pattern with Vicki, Alexis shows up with a glare and a stare, and more!Follow me on social media, find links to merch, Patreon and more here! Hosted on Acast. See acast.com/privacy for more information.

Governor Gavin Newsom signed three laws this week aimed at addressing some of the most pressing safety concerns surrounding electric bicycles, as the devices' popularity continues to rise in California. It was not long ago that the headlines about e-bikes seemed full of promise, as a replacement for gas-guzzling cars, and an affordable, flexible new mode of transportation. Now, a lot of the news is about crashes and serious injuries, often involving kids. Reporter: Jill Replogle, LAist Lyft has agreed to pay more than $272 million to settle a state lawsuit alleging it misclassified California drivers as independent contractors, rather than employees, from 2016 to 2020. A new study has found that when applying for building permits, mosques face more pushback over parking requirements than churches. Reporter: Kendra Hanna, KCBX Learn more about your ad choices. Visit megaphone.fm/adchoices

3 takeaways from my talk with CEO Fabian Calvo - BoomRx: Keep going. Fabian hit $48M in revenue. Not fast. Not easy. But he kept going. Pick partners you like. When things get hard, you get closer, not distant. Take care of yourself first. Meditation. Fitness. Family. The oxygen mask goes on you before anyone else. --- Fabian Calvo is a longevity industry executive and pharmaceutical supply chain strategist who has built, scaled, and led multiple companies across the compounding pharmacy, API sourcing, and clinic fulfillment ecosystem. He currently serves as Interim CEO and Member of the Board at WellSync Rx, a longevity medicine and strategic sourcing company based in Los Angeles. Fabian is also Co-Founder of four interconnected ventures that span the pharmaceutical supply chain: Gatlan (2022) — A longevity medicine platform based in Los Angeles NuCare API (2023) — An active pharmaceutical ingredient sourcing company based in Orange County, California BoomRx (2024) — A pharmacy portal and technology platform for physician practices, based in Tampa, Florida ProRx Pharma (2024) — A 503B outsourcing facility based in Exton, Pennsylvania Together, these companies form an integrated infrastructure for longevity medicine from raw ingredient sourcing to compounding to clinic fulfillment — giving Fabian a rare end-to-end view of the pharmaceutical supply chain. His work extends into regulatory and policy engagement. Fabian has participated in direct discussions with FDA leadership, including meetings with Dr. Martin Makary, on issues ranging from peptide reclassification (the recent Category 2 to Category 1 transition) to the SAPIR initiative — the federal effort to reshore active pharmaceutical ingredient manufacturing to the United States. At BoomRx, Fabian is helping build what he calls "the only pharmacy portal a physician practice needs" — a technology platform that consolidates multi-pharmacy workflows into one system with flat-rate shipping to all 50 states, live tracking, access to 300+ medications (many with extended Beyond-Use Dates), and best-rate pricing. Outside of his operating roles, Fabian advises elite founders, executives, and high-net-worth individuals on longevity and performance optimization. He publishes Long Live, a weekly newsletter on the intersection of longevity, performance, and what he sees from inside the supply chain. He is based in Los Angeles County, California. Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big! Connect with Fabian Calvo: Instagram: https://www.instagram.com/fabianjcalvo  LinkedIn: https://www.linkedin.com/in/fabian-calvo-875633244  *E - explicit language may be used in this podcast.  

Hulu announced that their coming out with a Secret Lives of Mormon Wives spin off called Secret Lives of Orange County.See omnystudio.com/listener for privacy information.

Today on AirTalk: E-bikes in OC (0:30) This week in AI (19:27) Gas price pain (36:55) PetTalk (51:44) Artificial intimacy (1:26:19) Visit www.preppi.com/LAist to receive a FREE Preppi Emergency Kit (with any purchase over $100) and be prepared for the next wildfire, earthquake or emergency.

September was defined by costs providers do not set.Colorado's July 1 rate change dropped the per-trip ambulatory rate to $12.15, down from $36.40, and mileage to $2.74. Transit-to-Care, serving the Pikes Peak region, closed September 1. Van With a Plan stopped transporting about 25 families and let roughly 15 people go, but it remains in operation. Those trips did not disappear. More than twenty providers still serve El Paso County, new provider enrollment reopens October 1, and the state moves to a single broker January 1.Fuel moved the same direction. Regular gasoline reached $4.48 a gallon for the week of September 21, up about 43 cents since mid-August. Diesel set a record weekly average above $6.50.The month was not all pressure. Iowa filed a state plan amendment adding non-emergency medical transportation for its Health and Wellness Plan population, creating new trip volume where none existed. New York City released Vision Zero Reimagined, a ten-year plan whose fleet safety commitments reach contracted and regulated fleets. Waymo launched transit rewards in the Bay Area, positioning autonomous service as a connection to transit rather than a replacement. And the Department of Transportation released America Leads, its updated national strategy for automated vehicles, with no binding rules yet and a roadmap running through 2030.Three Medicaid transportation contracts also changed hands in Virginia, Washington D.C., and Orange County, California. The lesson across all three is the same: a transition date on paper is not a transition date until the award clears and your paperwork is current.We close with the new episode of Inside the Lamp, where Cameron Craig talks with Jim Ingalls, Director of Operations at MediCab of Rochester. Jim joined as a driver in 1991 and is direct about the squeeze. Insurance on thirty-two vehicles ran over $500,000 this year while Medicaid reimbursement stayed flat.The through line is straightforward. The rate, the wage, and the price at the pump are set somewhere else. Routing, verification, credentialing, and service mix are set by you.Read the full issue: https://routegenie.com/blog/genie-journal-september-2026/Subscribe to The Genie Journal: https://go.routegenie.com/newsletterLearn about RouteGenie: https://routegenie.com

DNA solves a cold case in Orange County, New York.

Stage Time or Social Media? Julia Jasunas Gets Real About Modern Comedy Comedian, actress, host, and writer Julia Jasunas joins Sarah Halstead and Rich Chassler for a fast, funny conversation about building a career that lives on stage, online, and everywhere in between. Over glasses of Rutherford Hill Napa Sauvignon Blanc, Julia talks about starting as a performer at three years old, growing up in musicals and dance recitals, studying musical theater at the University of the Arts in Philadelphia, and realizing stand up came naturally once she stepped into it.  The episode also digs into the modern comedy grind: whether a tight ten in the Belly Room matters more than a sharp clip on social media, how short form content has changed joke structure, why editing internet bits can actually improve stand up writing, and the harsh truth about what happens when comics build an audience online before they can handle an hour on the road.  Julia and the hosts also get deep into the mechanics of live comedy, including the dreaded check drop, QR code ordering in clubs, the hidden difficulty of hosting versus featuring versus headlining, and what it really takes to captain a room. It is a smart, funny, inside baseball episode for comics, performers, and anyone curious about how talent becomes a real career.   Guest Info Julia Jasunas is a Los Angeles comedian, actress, host, and writer whose background started in musical theater and grew into stand up comedy, acting, and digital content. She began performing as a child, studied musical theater at the University of the Arts in Philadelphia, and has built a comedy voice that mixes a sunny presence with darker, sharper punchlines. In this episode, she talks about performing on major comedy bills, hosting clubs around Los Angeles and Orange County, developing material for the road, and balancing stage time with a strong social media presence.   Guest Social Links Instagram: https://www.instagram.com/juliajasunas/  Website: https://www.juliajasunas.com/  Linktree: https://linktr.ee/juliajasunas    Drink of the Podcast  Rutherford Hill Napa Sauvignon Blanc. Sarah picked one of her favorites and brought back a repeat guest of the wine variety for a repeat guest of the human variety. She calls out winemaker Stephanie Jacobs, formerly of Cakebread, and explains why this bottle stands out: a touch of oak, real minerality, a little extra body, and just enough richness to keep it interesting without losing the bright snap that makes Sauvignon Blanc work in hot weather.   Chapters   00:00 Intro: Welcome Back to Drinking During Business Hours   01:08 The Drink: Rutherford Hill Napa Sauvignon Blanc   03:17 Meet Julia Jasunas   04:29 Performing Since Age Three   06:42 Musical Theater vs Stand Up Comedy   08:56 Why Open Mics Never Worked for Julia   11:11 Booking Real Shows Early in Her Comedy Career   12:50 Westside Comedy Theater and LA Comedy Geography   15:15 Julia's Website, Image, and Comedy Persona   18:02 Sunny Energy, Dark Jokes, and Deadpan Delivery   20:07 University of the Arts and the Broadway Dream   23:25 From Acting Training to Stand Up and Screen Work   25:05 Stage Time vs Social Media in Modern Comedy   28:45 How Short Form Content Sharpens Joke Writing   31:06 The Check Drop and the Hardest Part of Headlining   36:07 Why Hosting a Comedy Show Is a Real Skill   40:55 Test Kitchen Comedy at Starlight Lounge   45:20 Touring, Headlining, and Building an Hour   48:37 Where to Find Julia Jasunas   Call to Action  If you enjoyed this episode, like, subscribe, and share it with a comedy fan who loves hearing how the business really works.  Follow Julia Jasunas for stand up clips, sketches, and tour dates, and drop a comment with your favorite moment from the episode.  Rate and review Drinking During Business Hours on Apple Podcasts or Spotify because every review helps more listeners find the show.  FOLLOW US ON SOCIALS! Sarah IG @sarahhalstead https://www.instagram.com/sarahhalstead/?hl=en  FB @sarahjhalsteadcomic https://www.facebook.com/sarahjhalsteadcomic/ X @sarahjhalstead  https://twitter.com/sarahjhalstead  Website   @SarahHalstead | sarahjhalstead.com Rich IG @richchassler https://www.instagram.com/richchassler/ FB @chasslerfans https://www.facebook.com/Chasslerfans/ X @richchassler https://x.com/richchassler  Website  richardchassler.com

Should you ever save up and pay cash for something as expensive as a $200,000 custom camper van, or does that break every rule of personal finance? In this Milestones to Millionaire episode, Teresa, a child and adult psychiatrist, and Pete, a family medicine physician, share how they paid entirely in cash for their dream RV rather than financing it at a rate close to 9 percent. They walk through how they paid off all student loans first, then spent two years aggressively saving while waiting on the van's custom manufacturing waitlist, treating it as a kind of pre-home home before eventually buying two properties, including a $1.6 million house in Orange County. Pete and Teresa also open up about their financial dynamic, Pete defers almost entirely to Teresa's money management, and Teresa, drawing on her psychiatric background, explains how upbringing and past experience shape spending behavior. Pete shares how growing up with financial instability gave him an urge to spend money as soon as it appeared, an instinct he has had to consciously work against, while Teresa's more conservative approach helped guide their long-term saving strategy. Their advice for anyone saving toward a big purchase: find the small, cumulative decisions you are willing to make consistently, since those are what make room for the big ones that actually matter to you. This podcast is sponsored by Bob Bhayani at Protuity. He is an independent provider of disability insurance planning solutions to the medical community in every state and a long-time white coat investor sponsor. He specializes in working with residents and fellows early in their careers to set up sound financial and insurance strategies. If you need to review your disability insurance coverage or to get this critical insurance in place, contact Bob at https://whitecoatinvestor.com/protuity today by email info@protuity.com or by calling (973) 771-9100. Celebrating your stories of success along the journey to financial freedom! Tune in every Monday to the Milestones to Millionaire Podcast, where we celebrate the financial achievements of our listeners and share practical tips for reaching your own milestones. We want to celebrate your milestones—no matter how big or small—and help inspire others to follow your lead. Every week, these episodes feature one listener who has recently achieved a milestone they are proud of and want to celebrate, and they give any advice they have for those who want to follow their example. Make sure to listen every Monday to be inspired by your fellow white coat investors. Celebrate YOUR Milestone on the Milestones to Millionaire Podcast: https://whitecoatinvestor.com/milestones  Website: https://www.whitecoatinvestor.com  YouTube: https://www.whitecoatinvestor.com/youtube  Student Loan Advice: https://studentloanadvice.com  TikTok: https://www.tiktok.com/@thewhitecoatinvestor  Facebook: https://www.facebook.com/thewhitecoatinvestor  Twitter: https://twitter.com/WCInvestor  Instagram: https://www.instagram.com/thewhitecoatinvestor  Subreddit: https://www.reddit.com/r/whitecoatinvestor  Online Courses: https://whitecoatinvestor.teachable.com  Newsletter: https://www.whitecoatinvestor.com/free-monthly-newsletter 

This week on RHOC, Shannon hosts a luau, Tamra establishes herself as a Gucci giving grandma, Carmella catches wind of Vicki talking about her again and decides to confront her and more!Follow me on social media, find links to merch, Patreon and more here! Hosted on Acast. See acast.com/privacy for more information.

The 10-year treasury yield is a critical economic indicator, and recent rumors suggest major institutions like BlackRock are stress-testing scenarios where it hits 9%. If this unprecedented surge occurs, it would trigger a massive $34 trillion financial bomb, sending shockwaves through the entire global economy.In this episode, we break down the cascading consequences of a 9% yield on commercial real estate, corporate debt, the banking sector, and the stock market. While the immediate effects point toward severe market corrections and lending freezes, prepared investors will find massive generational wealth opportunities hidden within the crisis.KEY TOPICS DISCUSSEDBlackRock's 9% treasury yield stress testThe impact of 10-12% mortgage rates on residential real estateCommercial real estate cap rate expansion and insolvency risksBank balance sheet stress and impending credit freezesCorporate debt refinancing and the end of zombie companiesU.S. federal government debt spirals and fiscal squeezingGlobal market spillovers and emerging market debt crisesKEY TAKEAWAYSA 9% 10-year treasury yield would push 30-year fixed mortgage rates to 10-12%, causing a complete gridlock in the residential housing market.Commercial real estate faces a severe threat as rising risk-free rates force cap rate expansion and trigger massive property devaluations.Surging yields would gut the banking system by creating massive unrealized losses on existing low-coupon bonds, leading to severe lending freezes.As the U.S. government services $34 trillion in national debt at higher yields, annual interest costs could surpass defense and Medicare spending.Market resets driven by high interest rates historically purge speculative investments and create generational wealth opportunities for liquid investors.CONNECT & TAKE ACTIONText "INCOME" to 844-777-1434 to learn more about the Imagos Income Fund and start generating consistent monthly passive income.Visit skylineocresidences.com to discover exceptional real estate value in the heart of Orange County with Skyline OC.Follow Matty A on social media at @officialmattya across all platforms.Text your questions, thoughts, or comments to 844-777-1434 to have them answered on an upcoming episode.

In this episode, Rob Reynolds (CIO, Orange County, North Carolina) talks about coming from a big Navy family. His dad served in Underwater Demolition Teams (UDTs), the unit Rob calls the first Navy SEALs, and in the '60s his team was first out to the space capsules to get the astronauts out. Rob followed his dad into the Navy, then spent about 30 years in IT, including 2 turns as a CISO.Rob shares what happens when you give people the tools, from the AI sandbox behind a staffer's tax calculator idea, to users trained to flag the message that looks like it came from Rob, to a $10M ARPA broadband buildout that has people calling Rob to say thank you.Orange County also placed #8 in its population category (150,000–249,999) in the 2026 Digital Counties Survey from the Center for Digital Government and NACo, recognition Rob credits to his team's work modernizing county services.Timestamps0:00 A Commodore VIC-20 at age 12, then 2x CISO, now county CIO1:24 His dad's UDT team got astronauts out of Gemini-era capsules11:36 An OpenAI Teams subscription, branded as the county's AI Innovation Lab13:44 Copilot Chat for every county user, and learning circles next17:04 The AI tax calculator: a former tax staffer's idea, live in 1 day25:33 When "Rob" asks for gift cards, users know to raise their hand26:36 An annual cyber survey, timed to October, sets the quarterly training28:19 Even when AI is battling AI, it all goes back to people31:31 Short training, no jargon, and CISA lunch-and-learns for staff32:29 The $10M ARPA broadband buildout reaching about 6,000 unserved homes33:52 The calls Rob gets from families whose kids can now do classes online36:52 Why Rob still remembers the names of people who pulled him upConnect with the Guests

In this re-released episode of The Hopeaholics Podcast #109, Orange County Sheriff Don Barnes shares warnings about fentanyl, the rise of counterfeit pills and the programs his department developed as the crisis grew. Sheriff Don Barnes has spent more than 35 years in law enforcement and has been confronting the fentanyl crisis in Orange County since his department began seeing the drug in 2015. Barnes discusses naloxone deployment by deputies, medication-assisted treatment inside the jail, reentry programs, counterfeit pills sold as Xanax, Percocet and Adderall, social media drug sales, youth drug education, mental health crisis response and why he believes there is no single solution to fentanyl.We Should Have Seen the Fentanyl Crisis Coming w/ Sheriff Don Barnes | Re-Release #109Follow the Hopeaholics on our Socials:https://www.instagram.com/thehopeaholics https://linktr.ee/thehopeaholicsGo to www.Wolfpak.com today and support our sponsors. Don't forget to use code: HOPEAHOLICSPODCAST for 10% off!Visit our Treatment Centers: https://www.hopebythesea.comIf you or a loved one needs help, please call or text 949-615-8588. We have the resources to treat mental health and addiction. Sponsored by the Infiniti Group LLC:https://www.infinitigroupllc.com Join our patreon to get access to an EXTRA EPISODE every week of ‘Off the Record', exclusive content, a thriving recovery community, and opportunities to be featured on the podcast. https://patreon.com/TheHopeaholics Our Merch: https://thehopeaholics.myshopify.com#TheHopeaholics #redemption #recovery #AlcoholAddiction #AddictionRecovery #wedorecover #SobrietyJourney #MyStory #Hope #wedorecover #treatmentcenter #natalieevamarie0:00:00 Intro0:05:54 Orange County starts seeing fentanyl in 20150:13:41 Addiction treatment inside the Orange County Jail0:16:15 Prop 47, drug arrests and consequences for addiction0:23:56 Marijuana, psychosis and the developing brain0:29:19 Addiction, mental illness and homelessness0:32:31 Why short insurance stays fail people in treatment0:36:55 Reentry, relapse risk and counterfeit pills0:41:35 "If it's not from a pharmacist, it's fentanyl"0:50:02 Kids selling fentanyl and the changing drug market0:52:39 Cartels, trafficking and border security1:00:45 Overdose vs. poisoning1:05:38 Fentanyl dealers, murder charges and criminal liability1:12:13 Barnes recalls years of warnings about fentanyl1:18:36 How Narcan races against fentanyl1:25:59 What Orange County's death investigations show about addiction1:36:20 Fentanyl deaths among teens and talking to your kids1:52:51 The arrest Barnes says helped change one man's life2:01:24 Mental health stigma and Orange County's Be Well centers2:16:11 Chad: "This is a podcast that I wish never existed"2:19:45 Chad thanks the deputies who helped save his life2:22:43 Preventable deaths, education and final thoughts

This week on RHOC, the ladies come back from Vicki's vacation from hell, Emily deals with Shane undermining her as a mother, Carmella and Danny decide to do couple's therapy, Tamra check in on Vicki and more!Follow me on social media, find links to merch, Patreon and more here! Hosted on Acast. See acast.com/privacy for more information.

This week on RHOC, the ladies head out on duel girl's trips from hell! Heather's attempts at making up with Carmella backfire with Gina and Tamra and Shannon tries to hold it all together between Vicki, Jen and Emily to disastrous results!Follow me on social media, find links to merch, Patreon and more here! Hosted on Acast. See acast.com/privacy for more information.

This week, Lucy met fashion royalty DVF, I went the the US Open and had a mini-meltdown (that some lovely Yenta has footage of…great), and John had some thoughts on my jeans.Then, My Man (get over it) learned how things work in the Cohen household (spoiler: the party starts right away in the AM) and may or may not be Superman.Plus, I'm back at hitchhiking to work with reckless abandon, lots of discourse about Real Housewives of Salt Lake, New York, & Orange County, and there's a happy ending to my latest DMV debacle. For more interviews and behind-the-scenes tea, tune in to Andy Cohen Live weekdays on Radio Andy by subscribing to SiriusXM. Use my link https://sxm.app.link/AndyCohen for a free trial! Subscribe to SiriusXM Podcasts+ to listen to new episodes of Daddy Diaries ad-free and a whole week early. Start a free trial now on Apple Podcasts or by visiting siriusxm.com/podcastsplus. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Is Data Center Water Use a Threat to Your Town, or the Money Its Water System Has Been Waiting For?Data center water use has become one of the loudest arguments about AI, from the one-bottle-per-prompt claim to US Commerce Secretary Howard Lutnick arguing both sides on The Daily Show. So I looked into where that water goes, what the tech giants' promises are worth, and how smart towns make the AI boom pay for better water systems.With insights from Ralph Exton, Executive Director of the Water Environment Federation (WEF), which founded the Water-AI Nexus Center of Excellence with Amazon and other partners.

New bike rider Gloria Ines on her $55 bike from the Highland Park Bike Oven co-op https://bike-oven.com. 2:08 The cyclocross season is just beginning at Look Park in Northampton, Massachusetts with Northampton Cycling Club's Junior Cyclocross series. New racer Penelope Richert and coach Tom Hoogendyke https://www.nohobikeclub.org/junior-cyclocross-training-series. 7:21 Taylor catches up with 71 year old Kay Schuster, who he met on his bike trip from San Francisco to Michigan, at her home in New Hamshire after her ride across the U.S. https://kaybikes4kids.com 13:19 News: Viral video of car driving in Seattle bike/ pedestrian trail https://komonews.com/news/local/wsp-investigating-now-viral-video-of-car-in-i-90-bike-pedestrian-trail-speeding-safety-traffic-commute-bridge-seattle-bellvue-witness-dash-cam-investigation-crash-injury-driver. Orange County e-bike buyback draws big crowds https://www.latimes.com/california/story/2026-09-15/orange-county-e-bike-buyback-draws-big-crowds-some-controversy. Second graders at Bryant Webster Dual Language School receive free bicycles https://www.cbsnews.com/colorado/video/second-graders-at-bryant-webster-dual-language-school-received-free-bicycle/. Chicora Elementary second graders receive new bikes and helmets https://www.live5news.com/2026/09/23/chicora-elementary-second-graders-receive-new-bikes-helmets/. Oberlin College Distributes Free Bikes to Early Decision Applicants https://oberlinreview.org/38313/news/college-distributes-free-bikes-to-early-decision-applicants/. Delhi Government To Provide Free Bicycles To 140,000 Girl Students https://www.ndtv.com/education/vidya-vahini-scheme-delhi-government-to-provide-free-bicycles-to-1-40-lakh-girl-students-11855391. 7,000 govt school students get free bicycles in Nellore https://www.ndtv.com/education/vidya-vahini-scheme-delhi-government-to-provide-free-bicycles-to-1-40-lakh-girl-students-11855391. 23:45 Stacey unpacks her trip to Copenhagen, the bikiest city in Europe. 25:53 The highs and lows of New York City streets from the Editor of Streetsblog NYC, Gersh Kuntzman 30:21 A Week Without Driving creator Anna Zivarts on the October 1-8 challenge https://weekwithoutdriving.org. 36:57 Stronger Montclair Facebook group admin Jon Wenz on biking and community in New Jersey https://www.facebook.com/groups/991200600121476/. 49:38

OC zieht die Reißleine  So kurz vor den Playoffs, muss jede Entscheidung sitzen. Um den Sprung in die Top 4 zu schaffen, entließ Orange County den Trainer. Anne und Wulf geben dazu ihre Meinung ab Acht Tore, drei Startelfen  Bei Birmingham vs New Mexico gab es acht Tore und drei Startelfen. Wie es dazu kam, fassen Anne und Wulf zusammen. Traumhaftes Sarasota  Sarasota Paradise war wohl DER Überraschungssieger am vergangenen Wochenende. Wie es dazu kam, erzählen Anne und Wulf. Um den USL Podcast noch besser und interessanter zu machen, freuen wir uns natürlich sehr über Rückmeldungen, Meinungen, Feedback oder Kritik. Auch Themenvorschläge, die ihr in künftigen Folgen ... Dieser Podcast wird vermarktet von der Podcastbude.www.podcastbu.de - Full-Service-Podcast-Agentur - Konzeption, Produktion, Vermarktung, Distribution und Hosting.Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen?Dann schaue auf www.kostenlos-hosten.de und informiere dich.Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten. kostenlos-hosten.de ist ein Produkt der Podcastbude.

Hour 3 (09.23) Taylor Swift just dropped word of four new songs, kicking off with the single “Patient Zero” and a run of collector CDs — and Travis Kelce isn’t going anywhere. Speaking of scams, Super Bowl LXI is coming to LA next Valentine’s Day, so don’t bite on those “too good to be true” hotel deals; prices are about to go nuclear. The leftovers of Mexico’s Hurricane Polo could still swipe Orange County and Long Beach and peel more sand off beaches already chewed up by the last storm that hammered Huntington. We’ve never seen SoCal like this. Mayor Karen Bass is on with Tim tomorrow at 6 p.m. — hit TalkBacks if you’ve got a question. Huntington’s Pacific Airshow is October 2–4. In Riverside, two brothers got popped for impersonating cops, and the driver was already on probation. Ding-dongs. A Burbank physical therapist got rinsed for about $2,000 in bogus Zelle charges — Julia MacFarland, we’re onto you. And those license-plate readers everybody hates? The two-month pause is over. LAPD is expanding them, but with tighter rules and shorter storage times on the photos. See omnystudio.com/listener for privacy information.

Guest Phil Diamond is a CPA and lawyer who serves as the comptroller for Orange County, Florida (think Orlando). He started out studying accounting and got his first job in the field before deciding it wasn't all he dreamed of and headed back to law school.   But now, after a long and successful career in law, Diamond combines his accounting and legal background as comptroller, serving his community as a fiscal watchdog and guardian.  This episode of New Solo may spark something in you, make you want to get out there and do something for your community. “I think it's important for lawyers to get involved. Lawyers, in general, I think have this gene inside of them that makes them want to get involved and make a difference.” Diamond says. “I'd encourage every lawyer out there to get involved.” Questions or ideas about solo and small practices? Drop us a line at NewSolo@legaltalknetwork.com. Topics:  Funny where life takes us. Guest Phil Diamond started in accounting, went into law, and then public services, first as a volunteer, then an elected city commissioner, and now as the elected comptroller of a major Florida county. Lawyers by nature want to get involved and have a drive to help reach the right decisions. They are made for public service. You don't have to run for office to help your community. Every government has committees that need smart, insightful people, from planning and zoning boards to parks and rec.   Resources:  IRS.gov  ClioCon 2026  ABA Techshow 2027

David Bahnsen, Founder & Managing Partner, The Bahnsen Group From $600mm to $10.5B, David Bahnsen built The Bahnsen Group almost entirely through organic growth. He shares the decisions behind that growth, the value of reinvesting in the business, and why selling to longtime partner Hightower became the right next step. In Summary David Bahnsen left Morgan Stanley in 2015 with eight people and $600mm in client assets, motivated less by dissatisfaction than by what he calls being “intoxicated by the idea of freedom.” Eleven years later, The Bahnsen Group has grown to $10.5B in assets, 106 employees, and 13 offices—with virtually all of that expansion driven organically.  But the more instructive story is how that growth happened. David explains how original content and thought leadership became a powerful source of new business, why attracting clients only matters if the firm can deliver an experience that keeps them, and how continual reinvestment in people, tax, planning, investment management, and family office services helped turn a founder-led practice into a national enterprise. He also shares the thinking behind his decision to sell The Bahnsen Group to Hightower after more than a decade of working within its ecosystem. The transaction gives the firm greater resources for technology, HR, supervision, and future inorganic growth while allowing David to maintain control over the brand, P&L, strategy, and client experience.  The Storyline When David Bahnsen first appeared on the Diamond Podcast in April 2020, The Bahnsen Group was five years removed from its Morgan Stanley breakaway and had grown from $600mm to roughly $2B. Today, the firm manages $10.5B across 13 offices with more than 100 employees. The numbers are notable, but David's approach to building the business provides the real lessons. Rather than pursue acquisitions, The Bahnsen Group built an organic growth engine around content, thought leadership, and a distinct investment philosophy. David's Dividend Cafe now reaches roughly 35,000 subscribers organically, but he is clear that attracting prospective clients was only half of the equation. The firm continually invested in the people, capabilities, and services necessary to deliver on what the content promised.  That philosophy extended to how David structured the business. He chose to keep functions that created what Louis describes as “surplus value” inside the firm while relying on Hightower for areas such as supervision, regulatory support, and technology. At the same time, David resisted the temptation to maximize current margins, instead investing in advisor capacity, planning, tax, investment management, family office capabilities, and infrastructure. The result was a business with significant organic growth and enterprise value. Now the story enters its transact phase. After years of operating within Hightower's ecosystem, David agreed to sell The Bahnsen Group to Hightower. Yet the transaction is less an endpoint than another evolution of the model: Hightower becomes owner while David retains substantial operating autonomy and gains resources to professionalize the firm further and supplement its organic growth with carefully selected acquisitions. It's the full Build, Grow & Transact arc—and an example of what can happen when independence is treated as the beginning of building a business rather than the destination.  Topics Covered How The Bahnsen Group grew from $600mm to $10.5B Building an organic growth engine through content and thought leadership Why attracting clients is only the beginning of sustainable growth Reinvesting profits to build long-term enterprise value Creating advisor capacity without sacrificing the client relationship Deciding what capabilities to own versus outsource Why maximizing margins can limit the business you ultimately build The evolution of David's relationship with Hightower Why Hightower became the natural buyer of The Bahnsen Group Preserving autonomy and continuity after a transaction Balancing organic growth with future acquisitions Why independence can be a starting point rather than an end goal > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why freedom – not dissatisfaction – drove the breakaway. [04:44]David explains why he left Morgan Stanley despite being successful and well served there. The appeal was ownership: the ability to control how the business operated, how clients were served, and what the firm could ultimately become. How authentic content became an organic growth engine. [09:34]What began as written market updates during the 2008 financial crisis eventually evolved into Dividend Cafe, books, television, podcasts, and other thought leadership. David explains why the content works precisely because attracting clients was never its primary purpose. Why attracting clients isn't enough. [15:59]A strong content engine can create interest, but the business still needs to deliver. David describes the continual investment in planners, tax capabilities, investment management, family office services, and client experience that allowed the firm to retain and serve the clients its content attracted. Knowing what creates “surplus value.” [22:03]David and Louis discuss the importance of identifying what a firm does exceptionally well and what is better handled by an outside partner. For The Bahnsen Group, that meant keeping investment management, business development, branding, and the client experience close while outsourcing functions such as supervision, regulatory support, and technology. Why maximizing income and building enterprise value are different objectives. [25:08–35:26]David explains why he has continually reinvested in the firm rather than optimizing margins, while Louis connects that philosophy to a recurring Build, Grow & Transact theme: owners willing to sacrifice some current income can create capacity, growth, and greater enterprise value over time. How the advisor role changes in a scalable enterprise. [29:15]With advisors limited to roughly 80 households, The Bahnsen Group surrounds them with planning, tax, estate, operations, marketing, content, and business development resources so they can concentrate on client relationships. David also explains why he believes the industry has more of an “opening business” problem than a closing problem. Why Hightower became the buyer. [37:09]David wasn't looking to sell. He explains why maintaining control over the brand, P&L, hiring, strategy, and business was non-negotiable—and how Hightower structured a transaction that preserved that autonomy while adding resources the firm needs for its next phase. Why inorganic growth is now entering the picture. [44:01]At $10.5B, the law of large numbers changes what 30% growth requires. David explains why acquisitions will become a supplement to—not a replacement for—the firm's organic growth engine, with cultural fit playing a critical role in the strategy. Why independence was always the beginning. [50:51]David never viewed breaking away as the achievement itself. Independence gave him the ability to build the business he envisioned, and he now sees the Hightower transaction as the beginning of another phase of that journey. Key Takeaways Organic growth is more than business development. The Bahnsen Group's content creates awareness and opportunity, but its growth has been sustained by building the capabilities necessary to deliver an increasingly sophisticated client experience. Enterprise value often requires sacrificing current income. Hiring ahead of need, expanding services, creating capacity, and investing in infrastructure may compress margins today while building a stronger and more valuable business over time. Scale should support relationships, not replace them. David rejects the idea that client relationships themselves can be scaled indefinitely. Instead, the firm scales the resources surrounding its advisors so those advisors can remain focused on clients. Outsourcing can be a strategic advantage. The goal is not necessarily to own every capability. David's approach is to retain the functions where the firm has passion, expertise, or differentiation and leverage outside scale for others. The right transaction can preserve what already works. David's decision to sell was contingent on maintaining meaningful control over the brand, strategy, P&L, and operating model rather than changing the formula that created the firm's growth. Organic and inorganic growth don't have to be competing strategies. The next phase will combine The Bahnsen Group's existing organic engine with selective acquisitions designed to add scale without creating a collection of disconnected businesses. Independence is a means, not necessarily an end. The larger lesson from David's story is that independence created the freedom to build. What mattered afterward was how that freedom was used. https://youtu.be/_s8MFJtrbS0 Quotable Moments “I was very intoxicated by the idea of freedom.” — David Bahnsen [04:44] “Relationships don't scale.” — David Bahnsen [29:15] “Twenty cents of something big is a lot more than 40% of something small.” — David Bahnsen [33:31] “I did not want to go to independence as an ending point. It was a beginning.” — David Bahnsen [50:51] FAQs How did The Bahnsen Group grow from $600mm to $10.5B? The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. How did content creation contribute to The Bahnsen Group's growth? David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Why does David Bahnsen believe in reinvesting in a wealth management business? Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. Why did David Bahnsen sell The Bahnsen Group to Hightower? David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. Will The Bahnsen Group continue to operate independently after the Hightower transaction? According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. How will The Bahnsen Group grow after the Hightower transaction? David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. What can financial advisors learn from David Bahnsen's independence journey? His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. Related Resources The RIA Builder's Blueprint How the Freedom to Communicate During a Crisis and Beyond Translated to 4x Growth for this ex-Morgan Stanley Team Mentioned in This Episode Dividend CaféThe Bahnsen GroupHightower David L. Bahnsen Founder, Managing Partner, and Chief Investment Officer David L. Bahnsen is the founder, Managing Partner, and Chief Investment Officer of The Bahnsen Group, a national private wealth management firm with offices in Newport Beach, New York City, Bend, Nashville, Minneapolis, Austin, Phoenix, West Palm Beach, Dallas, and Grand Rapids, managing over $10 billion in client assets. Prior to launching The Bahnsen Group, he spent eight years as a Managing Director at Morgan Stanley and six years as a Vice President at UBS. He is consistently named one of the top financial advisors in America by Barron's, Forbes, and the Financial Times. He is a frequent guest on CNBC, Bloomberg, Fox News, and Fox Business, and is a regular contributor to National Review. He hosts the popular weekly podcast, Capital Record, dedicated to a defense of free enterprise and capital markets. He writes a weekly macro commentary at dividendcafe.com. David is a founding Trustee for Pacifica Christian High School of Orange County and serves on the Board of Directors for the Acton Institute, National Review, and Hightower Advisors. He is the author of several best-selling books including Crisis of Responsibility: Our Cultural Addiction to Blame and How You Can Cure It (2018), There's No Free Lunch: 250 Economic Truths (2021), and Full-Time: Work and the Meaning of Life (2024). His newest book, Profit from the Profit: The Past, Present & Future of Dividend Growth Investing, was released in August 2026. David's true passions include anything related to USC football, the financial markets, and politics. His ultimate passions are his wife of 24 years, Joleen, their children, Mitchell, Sadie, and Graham, and the life they've created together on both coasts. 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: David Bahnsen on Building a $10.5B Business Worth Selling A conversation with Louis Diamond and David Bahnsen, Founder & Managing Partner of The Bahnsen Group.     Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: David Bahnsen on Building a $10.5B Business Worth Selling. It’s a conversation with the founder and managing partner of the Bahnsen Group. 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: There’s a big difference between breaking away to create a better version of the business you already have and breaking away because you see an entirely different business you want to build. And I think that distinction becomes even more important as we look at what creates real enterprise value in the wealth management industry today. My guest, David Bahnsen, is a pretty remarkable example. David first joined us in April of 2020, five years after leaving Morgan Stanley with eight people and 600 million in assets. At that time, the Bahnsen Group had grown to roughly two billion. Today, it’s a $10.5 billion business with more than 100 people and 13 offices across the country. Perhaps the most interesting part of that growth story is that virtually all of it has been organic. David didn’t build the firm by buying AUM. He built it by creating an authentic voice, an incredibly effective content engine, investing heavily back into the business, adding services clients actually wanted, and being very deliberate about what his team should own versus what was better outsourced. There’s a lot in that playbook for any advisor who wants to build a business with real enterprise value. But David’s story also gives us something we often don’t get to examine, the full build, grow, and transact arc. For more than a decade, Hightower went from employer to service provider while David maintained ownership and control of the business. Now, the Bahnsen Group is being sold to Hightower, giving David additional resources to pursue the next stage of growth while preserving much of what made the firm successful in the first place. So we get into the decisions behind that extraordinary organic growth, why maximizing current income can work against building long-term enterprise value, how David thinks about content, clients, and scale, and ultimately why someone who was once intoxicated by the idea of freedom decided the next right move was to transact. It’s a great case study in what can happen when independence becomes a starting point rather than the destination. So let’s get to it. David, thank you for coming on our show again. David Bahnsen: Well, it’s wonderful to be back with you. I love listening to the show every week. Louis Diamond: Oh, there you go. Just flattering us now. So for anyone who probably, myself included, doesn’t remember the last time you were on our show, it was April of 2020, a time warp into a crazy time. It was the five-year anniversary of your breakaway in the very, very beginning of the pandemic. Then you still had an amazing business, two billion in assets. But for listeners who may have missed it, and even just to catch us up, can you give us the quick version of your origin story of leaving Morgan Stanley in 2015 with 600 million and eight people and why you did it, just the speed round of compressing a stressful and very important time in your business arc? David Bahnsen: So I was one of those people that in an almost cliche, typical way, the types of folks that your business deals with all the time, left because I wanted independence. I wasn’t unhappy at Morgan Stanley. I wasn’t in need of any particular change, but I was very intoxicated by the idea of freedom and became very committed to the idea that if I were going to run my own business, I needed to run my own business. It started in 2014. We made our official exit in early 2015. And as you said, there were eight people, all of which were folks on my team at Morgan Stanley and 600 million of client assets, and we basically moved 100% of that. When I was on the podcast, April 2020, it’s funny when you were saying that, I can visualize myself at my home office at that point in time in Southern California recording this. And we would’ve been our five-year anniversary, couple billion, so we had a little bit over tripled. We probably had, if I remember correctly at that time, 25, 30 employees. And it’s interesting the linear arc of it, because you fast-forward now, we’re at 10.5 billion and 106 employees. And so it’s just proportionate, the AUM and the headcount and the time gone by, it’s been a very nice, steady arc. But I really loved the idea of being independent. I turned 40 years old in 2014 when I began the extensive due diligence that led to me leaving Morgan Stanley. And it really was that moment that I said, “If I’m going to stay as a corner office guy at a wirehouse, I will stay at Morgan Stanley forever.” I had no issues there. My manager at the time is still, to this day, my best friend in the world. We’re like brothers. I just dedicated my new book to him. I wasn’t unhappy with Morgan. I just liked the idea of having my own business and haven’t looked back since. Louis Diamond: Amazing. Seems like it was probably a pretty good move based upon what you shared, but I think it’s an interesting perspective because I feel like I’m starting to see that more and more is the profile of the advisor who doesn’t have these intense pain points and is relatively well served, is going to be successful, knows how to operate at their firm, but they just want something more. There’s an intangible that staying isn’t going to solve for them. For many, it’s being a business owner, like the path you took. For others it’s, hey, I just want to be recharged. I don’t want to be static. I want something different. I want to monetize. I want to work in a bit of a different way. I think you’re early on that trend, to be honest with you. You were probably right in the middle, even probably even the beginning innings of the independent movement, and I am very excited to dig into how you got from 600 million in 2015 to over 10.5 billion, 11-ish years later. So let’s jump to today, and we’ll spend some time going through dissecting that growth. But today, like you said, 10 and a half billion under management, 100 plus people, 13 offices, including Santa Barbara where you just opened, but Newport Beach, New York City, Nashville, Tennessee, Palm Beach. It’s a real national firm. And I read that you’ve grown over 30% organically over the last decade. So when you look at the firm now versus 2015, what stands out the most? Let’s really dive into that. David Bahnsen: Well, a lot of this is where we’re going to end up going later in the conversation with where I see the next iteration of the company. But when you talk about the last 10 years, it has been the textbook definition of organic growth. There are 13 offices open and zero of them came by acquisition or merger or purchase. We’ve hired two or three advisors out of our 26 advisors that had a little bit of a book, but I mean under 100 million. We never paid for it. I’m talking about hiring people. But you’re looking at an organic story, and I am proud of that, but I also recognize that it wasn’t intentional. And what I mean by that is I didn’t have this strategy in 2014, ’15 where I said, if I can just go independent, I have this evil genius behind me that is going to drive a mousetrap that will get me up to 10.5 Billion. I’ve been as surprised, as many outside observers, but I have a lot of gratitude for it. I understand now why it has worked, and I think that there are people inside of our business that are a little more qualified to understand how the business works than people who are outside of it. Your consultants and professional investors are very smart at what they do, but they don’t necessarily always understand that advisor-client dynamic. And I get why we’ve been successful with it. But I also don’t want to take credit for it as if it were this master strategy. We just tried things and those things that worked, we kept doing more of, and this is where we are. A lot of it, and I spoke to Mindy about this six years ago, it’s been content creation, thought leadership, and the voice that, much to my surprise, has attracted people and never doing it for the purpose of attracting people. This very natural and sincere delivery of a belief system about markets, about the economy, about the world around us, I share things sometimes about my faith, politics in a public square. I’m on television, this podcast. And then the major driver is the written word, which some people might be shocked to hear as we’re talking about a podcast still even exists. But my weekly Dividend Cafe, which is my weekly market commentary, is up to 35,000 subscribers, 100% organic. We’ve never done anything to get any subscribers. And our video and our podcast and everything, the books I write, the television hits, they all have their audience. But most of it goes through that written word. That’s where I get to connect with people that if they like me, they may end up becoming a client. And if they don’t, they won’t, but that’s really been our story though. Louis Diamond: That’s absolutely amazing. There’s so much to unpack there. That amount of growth without anything inorganic, especially the way this industry is going, I don’t think I’ve ever heard that before. That’s amazing in and of itself. But just the way you can track back your meteoric rise to content creation, I think for many listening, it’s either, “Oh my God, that seems so daunting and so crazy.” Others would be like, “Well, I can’t do that, but that sounds great. Of course, he’s been able to grow because he can have an original voice.” As a firm that puts out a lot of original content, podcasts written, Mindy wrote a book, white papers, et cetera, I know the amount of work and dedication and commitment it takes to stick with that for so long. So if you don’t mind, can we double-click into that written word story? How did you get started with it and what’s been the arc or the growth journey? Someone who’s listening who would love to do that, where did you get started? You didn’t just all of a sudden have a book and show up on TV. How did you get started? David Bahnsen: In the truest sense of the word, I grew up loving writing. My father died in his 40s and I was only 20, but he was an intellectual, a brilliant writer, had several books, and I was a nerd in high school. Luckily, I had basketball so that I could still meet a girl here and there and have friends on the team. But I mean, if it were up to me, I would’ve been home reading books and writing papers, and I would turn in extra credit papers more than I would study for a test because I loved writing. So the written thing was there. I don’t know if I was ever good at it or not, but I know I loved doing it, and I would credit my late father with the early seeds of that. When the financial crisis happened in September, the actual week of Lehman’s bankruptcy, September of ’08, about three, four days later, Morgan Stanley’s credit default swaps were blowing out, and now it was not just the market was crashing every day. And of course at that point, Merrill had gone down, AIG had gone down. We were in this cascade, and everybody who lived through it remembers it all well. I remember every detail of it like it were yesterday. But all that happened was once I got my 80th call about what the hell was going on with Morgan, I decided to write up a piece, not send it to compliance for approval and send it out to everyone. And if the firm was at risk of not making it for another day, I wasn’t especially worried about compliance getting mad at me at the time. And I did that, and then a couple days later did it again, just broad update on everything going on, and I never stopped doing it. That’s what it was, just every Friday since September 2008. And then when we left Morgan, at some point along the way I started getting compliance approval and getting a bit more of an audience. We had hundreds of clients that were reading it, and we’d have a few guests that would ask to be signed up as clients were forwarding it around, but that was it. It didn’t have a website, it didn’t have a subscribe feature, it wasn’t a real blog or anything like that. So then in going independent, I was able to incubate it, and we branded it as Dividend Cafe. We’re Dividend Growth investors at my firm. So we put a brand around it. We had a website, and I think we started a podcast and video that was becoming a very large medium around the mid-tens as well, and so we added that shortly later, but it was just because I had the freedom to do it. And then I did do some hit on CNBC like Asia or CNBC World or something. It wasn’t anything with a big audience, but then we sent the clip to someone at Fox and they really liked it, and then they had me, and then I started getting invited more regularly. So now the TV thing was happening, and I always say that TV can be a really good thing for a very small number of people. Obviously, Josh Brown has been incredibly successful with it. He’s very good at it, and it’s done okay. It’s done well for me, but it’s different than people think. You do not go on TV and then get done and all of a sudden the phone rang and someone said, “I saw you. You’re so handsome. I want you to be my advisor.” What it does is it might drive them to other content. It might drive them to the internet where they’re going to find other things about you. And if my name was David Johnson instead of David Bahnsen, I think I would’ve got lost in the SEO and nothing would’ve come of it. I really believe that. But it enabled some people that liked what they heard on TV to start following me in other more substantive and perpetual mediums. And then in 2017, I wrote a book that I wouldn’t have been able to write at Morgan Stanley. I had very strong opinions about the origins of the financial crisis. And I did not believe the left-wing narrative that it was caused by unfettered markets, and I didn’t really believe the right-wing narrative entirely either that it was exclusively caused by government intervention. I believed that all of those things were true but were missing this cultural and moral component about Main Street. I wrote a book on it and I thought there might be 200 clients of my firm that would read it, and it ended up being a bestseller, and that created more television invitations and just to a slightly larger audience. And at this point now, I realized that all of these things were dovetailed together, content, the mediums, coming to Dividend Cafe, coming to an authentic point of view about markets. And then, and this is the thing that is so important because of what you do and do so well in your business and within the kind of practitioners that listen, it wasn’t enough to have a mousetrap that drew people to us. We had to keep them. We had to deliver an advisory experience, and so we were just relentlessly reinvesting back in the business, adding planners, adding tax, adding more investment sophistication, family office, just improving our business, and that’s why we’ve added so much to headcount because we have just constantly wanted to really be what we were attracting people to. Louis Diamond: It’s amazing. The key themes I heard there, there’s a lot, but is it’s not one thing that works. It’s a coordinated strategy. I can attest to that for the content work that we do. There isn’t one single point of growth that comes from content creation. It’s everything working together. You don’t know, especially in this day and age, how people consume information or how a message gets across to them, whether they’re a reader, whether they find you in AI, whether they watch video, whether they saw CNBC in their barbershop. So I think that’s absolutely amazing, and congratulations. Let’s talk a little bit about your breakaway setup, if you will. So when you broke in 2015, you signed on with Hightower, but in a bit of a different way, certainly different than today. You paid Hightower an override on your revenue, or basis points and assets, to be on their platform. But you owned 100% of your business, ran your own P&L, and they provided certain services to you. Thinking back to 2015, and then even up until your recent decision to sell to Hightower, why did you structure it that way rather than under their brand or as an employee or even just having your own RIA, especially given your size and scale? David Bahnsen: There’s actually one piece missing there. You may not have known, but I think is important to the story. When we came in 2015, we were employees and they had a 50/50 net model, and we joined in that capacity. And then when they recapped in 2017, brought a new investor on, eventually changed CEO about a year later, at that point, we were growing. I felt very comfortable with the independent space. I now knew what I didn’t know. I knew what I thought they did well, and I knew what I thought we could do well, and I took advantage of that moment to say, “Guys, I need to be on my own. We need to run our own firm, our own finances, our own payroll, our own brand.” And what the investors wanted at that time was some sort of affiliation that they could count on and not be vulnerable, but I didn’t want to sell and I wanted full control. So I got control, much better control than I had had in my first couple years, and they got a extension of agreement of these services that they could feel good I was going to be a part of their ecosystem. And the cash flows were pretty meaningful as we grew from, at that point, a billion to over 10 billion, and we became obviously a very meaningful contributor to their earnings and revenues. And the CEO who came in was the second CEO in the history of the company. And they now have a third, but that individual, Bob Oros, I knew well because he had been at Fidelity when I chose Fidelity as our primary custodian. Bob and I got along very well. And so over the years, there’d be things that we had impediments that we had to work through, and we worked through them just like adults, like businessmen and women and got stuff done. So it was a good relationship. But we were really quite independent. Very few of my people that worked at Bahnsen Group even knew who Hightower was because we had our own brand, we had our own investment process, the HR, the payroll. And unlike a lot of the other platform teams, they didn’t have too many platform teams, but ours, the accounts payable were massive. I mean, we had to have a whole finance department just because of our growth. So it became a difficult thing for them at this stage to have such a meaningful company within their ecosystem not aligned and not harmonized within the economic model of the rest of the firm. But I would say that decision for 2017 until this year, I don’t regret it at all. Hightower doesn’t regret it at all. They benefited immensely from this growth we’ve gone through, and I very much desired that freedom. Look, if I’m being very candid, Louis, you brought up why didn’t go on my own ADV? At the time in ’14 and ’15, I didn’t know enough. I didn’t understand. And I met with Focus, I met with Dynasty, I met with some others, and you just meet with different people, hear the stories, and the one I went with was Hightower, and there’s pros and cons to all the models. It’s one of the things I wasn’t joking at the beginning. I listen to your guys’ show every week. I’m a sucker for everything happening in our industry. I hear the stories of different successful advisors, and every one of them resonate with me in one way. There might be nine ways it doesn’t resonate, but one way that does because there’s always something that each person’s looking for that some of us can connect with. And at the time, I didn’t know what I didn’t know, but I felt good about the Hightower story, went in that path, and I would argue that we got the best of all worlds in that 2017 to 2026 story because we really got to function independently. We were under their corporate RIA, but other than that, felt very independent. And that’s a testimony to Hightower that they honored that autonomy, but I think it gave me the entrepreneurial thing I needed, and I’m grateful for it. Louis Diamond: Fantastic. So let’s say from the 2017 to 2026 timeframe when you decided to finally sell to Hightower, how did you weigh the leverage that outsourcing certain things provided your business versus paying a fee, obviously, more than what it cost Hightower and not having complete and utter control over your business? How do you track that to your growth, if at all? David Bahnsen: The criteria was always anything we like doing or are good at doing, we’re going to do it, whether Hightower offers it or not. So for example, I’m sitting here in a beautiful office. We have the 31st floor of a building on 54th Street and 6th Avenue, and Hightower has a whole facilities department. We’ve done 13 office leases with no involvement from their facilities department because my wife loves designing the offices. She’s an interior designer. My team loved picking our own locations. I didn’t find negotiating with a broker all that hard. So we were able to do it, we liked it, so we did it. But then the supervision side, the regulatory side, and candidly, a lot of the technology side, which is where some of our talk is about to go in terms of the new transaction, those things I felt more comfortable outsourcing to Hightower who had entire departments and resources geared towards it. And we would do them if we had to, but we weren’t passionate about it. I didn’t want to go understand all the nooks and crannies of the regulatory apparatus. So that was part of their ecosystem, and we were happy to utilize their services there. Investing money, financial facilities, the business development mousetrap we built, those things we were good at, and so we held onto that, and that’s how we viewed the division of labor. Every firm, RIA, IBD, a wire, W, it doesn’t matter. Everyone who optimizes this challenge of doing what you like and not doing what you don’t like is going to grow. It’s hard to do. It’s easier said than done, but that’s the challenge right there. Louis Diamond: I absolutely love that. I think it’s so true, knowing what’s actually going to add surplus value relative to the amount of time you’re doing versus what’s commoditized or back of house or isn’t something that lights you up. Because there’s plenty of RIAs that I’ve interviewed or that I know where they enjoy building technology, they like designing their own compliance organization, and to them, that’s their superpower. That’s what makes them different. For you, it sounds like it was very clear. You knew exactly what you wanted to do. As long as you’re able to still do it, you’re very comfortable with outsourcing certain things that would’ve been a distraction or something that you and your team weren’t world-class at. I want to talk a little bit about some of the deliberate choices you made to take the business from, I would assume it was you as the rainmaker, and now you said you have over 25 advisors. So just thinking about hiring, structuring the business, investing in the business and platform, because I’m sure you’ve had the temptation, maybe not because you’re a business builder, but I think a lot of people love, “Hey, I can make a ton of money if I don’t make that second, third, 125th hire, and instead I just take cash flow. I don’t necessarily need this person. I can make more money or distribute more to my partners.” So I’d love to hear a little bit about some of the deliberate choices you made on hiring and investing in your business. David Bahnsen: There’s two things that I am very hesitant to take credit for, even though they’re true. You had mentioned before when we left in 2014 that we were early innings of wirehouse defections to the independent movement. I was early, but I wasn’t a first inning guy. The real trailblazers were going in 2006, 2007, 2009. 2014 is a lot earlier than those that have gone in the last two or three years, but I was like a third or fourth inning guy, and I don’t deserve credit to be a first inning guy. The other issue is that I reinvest in the business constantly and have not been greedy about maximizing all the margin, but that is easy to say once you’ve already scaled the business, right? You’re already in a place where things are going very well, and then from there, deciding you just really want to run the business the way you want to run it. It’s not as selfless a decision as people may think. It was a luxury. And at the same time, I cannot tell you how bizarre I think it is when people are focusing on maximizing margin versus running the business that they want to have. It’s a high-margin business. There is not a lot of operating leverage in it. More or less, not completely, but more or less expenses go up in proportion to revenue. Particularly for us opening new offices and hiring a lot of new people, our biggest overhead far and away is people. And we started an ETF a couple years ago and I got a chance to learn the polar opposite where my business has tons of pricing power and very little operating leverage and asset management has unbelievable operating leverage. I basically have zero dollars of expenses on my next dollar of revenue, but no pricing power. Louis Diamond: So interesting. David Bahnsen: Yeah. I mean, it really is just two different business models. When we have hired more people, we’ve always done it based on are we going to serve our clients better and enjoy running our business better with these people? We don’t want wasteful positions, but we want the maximum optimization for how to service clients and how to give advisors an ecosystem to function in. So a one-to-one operations to advisor, having planners that are not the client-facing advisor themselves, but are devoted to the behind the scenes planning process. Having a full tax department that does not provide tax services to non-wealth clients, that is only there, a robust tax consulting, tax preparation, tax advisory arm to drive a better client experience for us. These things all erode at margin, and I wouldn’t do it any other way. And the biggest thing, by the way, is the investment management, because then you’re not just talking about profit margin. We’re talking about time. I am a 3:45 AM guy every day because we’re inside markets. We have analysts, traders, investment folks. I think it’s something like 10 or 11 people on the org chart. It costs me millions of dollars a year for us to manage money in-house. There’s no justification for that other than it’s what we want to do, what we believe in. And those that have a outsourced Vanguard DFA-type model, I have no criticism of it in the world, but it just wasn’t us, and so we had to do what we liked doing. Louis Diamond: Yep. And once again, the authenticity shines through. Can we talk a little bit about the financial advice part of the business? I would assume when you’re at Morgan Stanley, you were probably the driver of growth, you were serving personally probably every client or just about all of them. Today, with 10 and a half billion, 25 advisors, just the immense scale of the organization, how do advisors advise? Are you still providing financial advice to clients directly? Are you more of just the CEO, the rainmaker, the strategist? I mean, how do you think about, I guess, allocating clients to your advisors? How have you grown your capacity for financial advice? David Bahnsen: So our leverage is entirely limited by my ability to find like-minded advisors who can go deliver our client experience and be in relationship to clients. It’s why I’m not a big believer in this notion of scalability. I think technology helps scale. I think there’s all kinds of processes you can do more efficiently, but it’s a relationship business and relationships don’t scale. And we have an internal policy philosophy preference, if you will, that no advisor will cover more than 80 households. And so for us to continue growing at the number of households, number of AUM, and therefore number of revenues, all those numbers, of course, have some proportionate relationship with one another, we have to have the advisors to do it. And so as we find advisors that can not drool on themselves and be professionals and deliver an experience to clients, we want them to be generalists. We want them to be very good at what they do, but we don’t want them entering trades. We don’t want them doing their own operations work. We don’t want them having to pick stocks. We’re providing this ecosystem of the tax, the planning, the estate, the operations, the content, the marketing, and the biz dev. They don’t have to go try to rainmake at their kid’s soccer game or join the chamber of commerce or things like that. That we believe we have enough internal biz dev opportunity that what they need to do is cultivate the relationships with the prospective clients we give them. They do have to close that business, but our industry, for all of the talk about this, people diagnose it wrong. We do not have a problem with closing business in our industry. We have a problem with opening business. And so the sourcing is the issue. And for whatever reason, it’s a mystery to me, it’s been a mystery for 27 years, I’ve been pretty good at sourcing business. And so we can share that with our advisors and then expect them to, their job when they wake up and go to bed and everything in between is to be in relationship with clients. Louis Diamond: If I think about, just think of 20 highly successful RIAs and think of some of the biggest and best names in the space, I think a critical connection point or commonality for all those firms is they’ve somehow figured out lead flow or some mechanism or capacity to bring in clients for their advisors. To me, that’s the truly only scalable way to keep adding advisors and growing a business is if there’s enough inbound lead flow that’s cultivated or created by the firm to really feed all the different advisors, and it’s not snap our fingers and it happens. But if you compare that to many other models, the wirehouse model where it’s all on the advisors to go out and find clients, that’s great. And if you find some amazing rainmakers, amazing, and it’s additive, et cetera, but you eventually hit a ceiling because it’s hard to find advisors who have that knack. You’re not bringing in the ideal client every time, and it’s an unpredictable way to grow. So I think I wouldn’t gloss over the fact that you’ve been able to create enough inbound traffic or lead flow through all of your content and thought leadership that you’re able to sustain that type of model. Because it is the best way to grow a business is keep your advisors focused on just being advisors, solve for organic growth, solve for the other things they have to do. And then when you open up a new market or hire an advisor, boom, you got capacity, you got someone trained up, and it’s predictable, your close rate and your ability to scale it from there. So I’ll get off my soapbox, but I think that’s such an important element of the biggest and best and most valuable firms in our industry today. David Bahnsen: I agree with you a thousand percent. And even if you put numbers around it, somebody who has to go make their own rain and service the client, they will expect, if you use wirehouse-like grids around it, this is just round numbers, I know you could turn a knob a little bit, but I view the business as more or less it costs something in the range of 40 cents of a dollar revenue to run the business. There’s 20 cents available to the owner, 20 cents to the person who makes rain and 20 cents to the person servicing the client. It’s back of napkin math. If you are a wirehouse advisor, you’re making the rain and servicing the client, you’re getting two of the 20 cents, you’re getting 40 cents, let’s say. And if you’re the person who owns the business and makes the rain and is the advisor, you can make 60 cents on the dollar. That’s a wonderful margin, and you cap out at a certain level where you just cannot grow any further. I would rather make 20 cents on where we are now. My advisors would rather make 20 cents on where they are because 20 cents of something big is a lot more than 40% of something small. And again, and my numbers are, I’m rounding, but you get the idea. That’s really the kind of business model we’ve done here. Louis Diamond: I think it’s brilliant. And some would argue about the percentages and would say, oh, it costs 40 cents to 30 cents to run a business and we have a small team, but I think philosophically that’s exactly right. And I think something you said too, which is there’s been a common thread in our “Build, Grow, Transact” series. You think about Jason Fertitta of Americana Partners or Matt Kilgroe from Cyndeo and many others that we’ve had or will have, it’s really playing the long game. No one we’ve had on the show is optimizing for how much money can I make this year, next year or the year after. It’s the intentional decisions to invest in capacity, invest in growth, and by choice take less as the owner of the business, but doing it because what you’re building is enterprise value that will sell at a dramatic multiple of that growth and have room to run. So I think that’s the big thing is, again, it sounds easy, it sounds great, but it’s not an easy decision to say, “Hey, I’m going to make less money today and over the next few years because I want to hire the next person or invest in an organic growth funnel.” That’s discipline, for sure. But I think it’s a great takeaway for anyone listening is play the long game, invest where it makes sense, and the riches will follow you later. They don’t have to follow you today or tomorrow. David Bahnsen: And it’s a whole business of playing the long game, not only in the value creation and enterprise value of being independent. But even for wirehouse advisors, I remember back as I was entering the business, that debate about fee-based business versus transactional, and all it was, are you going to play the long game or get more money quickly? There’s temptations in both ways. There’s goals, there’s overhead, reality. Anyone who played the long game in that story from 30 years ago benefited immensely. And now you see it, of course, in what we’re talking about here, playing the long game in the way you run your business has just been the smartest thing anybody could do. Louis Diamond: Absolutely. Especially in this industry where each new client that’s brought on, there’s a lifetime value of a client. That success compounds with market appreciation, with them adding new monies, and then ultimately they’re going to give you referrals hopefully. And then over time, that’s where the real money is. It’s the compounding nature of doing the next right thing rather than, we’ll say, taking a shortcut or not making that investment in the business. I have a ton more questions for you on this topic, but I want to spend enough time on your important decision to sell the business, sell the Bahnsen Group to Hightower in April of 2026. So after more than a decade of being an employee of Hightower, being affiliated with them but really owning your own business, you decided to not just sell the business, but to sell it to the very platform that you’re operating on. So can you just talk about that decision? Why was 2026 the right time? Why did you decide to stay with Hightower rather than any of the other 100 acquirers or a random private equity firm that would love to buy a business that’s growing 30% per year? David Bahnsen: It’s interesting to think about as our deal gets ready to close here at the end of September, if I had gone out and run a process, if I was looking to sell, would I have been interested in conversations with others? And I don’t know the answer to that because I wasn’t looking to sell. There was nothing broken, in my mind, in what we were doing. But when Hightower and her investors came to me, the entire conversation centered not around what we needed and wanted to be a seller, but on what we didn’t want or couldn’t have. And I’ll share the story because I haven’t shared it publicly with anyone. As we were having conversations about a variety of things in the relationship between Hightower and the Bahnsen Group and Hightower’s investor and so forth, there were a couple of different meetings and things and we ended up having a pretty significant meeting in person in their conference rooms here in Midtown. And I’ve had seven eye surgeries, and I have challenges with my eyes and there are all these numbers up on a screen in the conference room. I couldn’t see any of them. And it occurred to me that there was an offer on the screen they wanted to buy the business. We had not discussed that. And I turned to the folks and said, “I don’t really know exactly what it says, but I just want to make something very clear to save time and drive our conversation constructively. There’s no amount of money that I would sell for if I can’t be fully in charge of what we’re doing. Our brand, our business, our autonomy is what I care most about. If there’s a way to have that, protect it, enhance it and do a commercial transaction, I’m open to it.” And I didn’t really think that would be possible, but I will say to their credit, they did not want to interfere with that autonomy and what they believe to be a successful formula inside our company at all. And so while they’re doing a lot right now to build their Hightower Signature Wealth brand, both internally and externally, and are coming up on $50 billion of assets that they’ll have moved onto that platform in trying to create more centralization and consolidation, which I think has a lot of commercial rationalization behind it, what they’re looking to do with the Bahnsen Group is have a wholly owned independent subsidiary where I still have plenary authority to run the business, control of the P&L, hiring and firing, strategy, branding, and yet the resources of Hightower at my disposal more now in the HR front. That gets a little trickier with 106 people that will soon be 150 than it was when it was 20. I’m committed, Louis, to knowing every one of my employees’ names forever and it’s getting harder, but luckily I have a pretty good memory. But the technology side, the AI moment, the way in which a tech stack all intersects, I hate this stuff. And they not only are good at it and like it, but are heavily invested in it. And so it felt to me like if they’re really going to allow me to continue running this and have that control of the P&L, it could be best of all worlds and certainly very value additive to the enterprise of Hightower. And that’s what we worked a few months to put together and everybody is really pleased with the outcome. Louis Diamond: Amazing. I mean it’s an interesting shift in the way I’m seeing a lot of these platforms, that they start off as a fee-for-service affiliation platform and then over time they morph to being buyers of businesses, investors in businesses. And Hightower is definitely, they’re probably at the forefront of really completely shifting or re-identifying themself in the market, especially on buying practices. So I think it’s very interesting that you had this long-term relationship and ultimately having such an amazing business, they were the ultimate buyer of the business. David Bahnsen: And I think it’s important to say for our listeners, you know as well as I do, if we went to market, there would’ve been a lot of interested parties. Louis Diamond: That was going to be my question. David Bahnsen: The organic growth alone would’ve commanded something pretty attractive. We were under Hightower’s ADV. I not only had a positive relationship with them and a good cultural dynamic, which I wouldn’t want to risk changing, but I don’t want to re-paper the size of this business, and so it was just a non-starter. I talked to a couple investment bankers after we were already in LOI and they all said the same thing. You had your most natural buyer. It was the one you were already dating. And that’s how I feel, is if there was going to be a transaction, it made the most sense for us to do it with the one we were already partnered with. Louis Diamond: So was it like, hey, you know exactly who we’re getting in bed with because they’ve already been our partner in this business for a while, and as long as I get what I think is fair value for the business, that’s good enough? I’m sure you could have gotten a turn or two more to have 50 bids and to have the shark circling to push Hightower higher. But it sounds like for you, that was of course important, but that wasn’t the number one driver. It was more how do we preserve what we like, preserve our autonomy and do it with people that we like and trust? David Bahnsen: Yeah, that continuity, in a funny way, I did it the wrong order. I ran a process after I was already at LOI, meaning I did enough to find out, hey, did I just do a good deal or not after I’d already done the deal. And the good news is I did, but it wasn’t the way most people go about doing it. But the continuity thing is there’s always two fronts to it at our size of business. There’s the client continuity and the team. Our team is going to move the payroll from being under Bahnsen Group to Hightower, and there’s benefits and changes and things. But the clients don’t know any difference whatsoever. Custodial, the G numbers, the ADV, there’s no signature required, no negative consent required because they already were under the Hightower ADV before. So this transaction all at once allows us to go into the next iteration of our business, which I’m very excited about, and I think is a wonderful deal for Hightower and what their goals are, but we didn’t have to bother clients with it. And when we say to clients, “Nothing’s going to change,” we can actually mean it. Louis Diamond: Yeah, that’s the definition of it. You mentioned there you’re excited for this next iteration or the next chapter of the company. Can you explain that? I would imagine just continuing your strategy that’s worked so well for the last decade plus, you keep doing that, I mean, you’re going to have a 20, 25, $30 billion business over the next handful of years. So what’s the next chapter? Why change it at all? What are you thinking about? David Bahnsen: Well, it’s funny in a moment now where, first of all, I’ve went out of my way to say that we didn’t grow at all inorganically, and a lot of people have now decided that inorganic growth is a little bit less impressive than organic growth. One of the issues with the law of large numbers is growing 30% at two billion meant adding 600 million and growing 30% at 10 billion means adding three billion in a year. Louis Diamond: That’s fair. David Bahnsen: And then 3.6 billion, the exponential nature of it. And I believe that there are… I’ve never gone to a meeting with an advisor with a checkbook or with a balance sheet, and we want to find some folks that want to join us, join our system, join our culture, not merely aggregate a bunch of unified parts, but in some cases doing that with other people demographically would mean some monetization events. So I do believe that there will be some inorganic growth that we will add to our toolbox as a supplement to our core underlying strategy, which we think is industry leading organic growth. So we want to continue doing more of what we’re doing. And then just as we continue to professionalize based on our size and scale more of those things that are not passions for us, technology, supervision and HR, utilize the mousetrap Hightower has that they do well while maintaining the things that make us uniquely us, which is our branding, our business development, our investment strategy, our delivery of services to clients. I’m not naive enough to think that there won’t be some growing pains and some hiccups and whatnot, but we believe that model, all the parties are very committed to it, and we believe it’s the right model for us. Louis Diamond: Absolutely. I think what’s really cool about what you said was, one, I agree with the concept of law of large numbers. I mean, it’s a fact, right? No matter how much content you put out, it’s going to be hard to bring in 10 billion of net new assets eventually without going inorganic. But I think to me at least the big trap in the industry today is firms either completely ignoring the organic and just focusing on buying and growing that way and pointing to, oh, we grew by this amount. But what you said, which is really cool and important I think is we’re going to continue the organic side to the best of our ability. That’s not going to change. Inorganic is a supplement. It’s not the replacement. I think that’s a really important lesson or discipline that it’s the combination of the two that really builds an enterprise and builds scale. You already had your transaction, but anyone who’s weighing a transaction in the future, buyers will always value a dollar of organic growth than they would inorganic growth. So if you can hit both and you do transactions strategically, you’re not just trying to buy anyone or everyone, but you’re doing it to add the right capacity, add a new discipline, diversify the talent pool, ho

The local Sunrise Movement has a big vote coming up, going in front of Orange County decision-makers with the Sunshine Transit Advancement Resolution (STAR) Plan …

On this episode, Payton dives into the case of Sasha Samsudean. After a night out at a bar, Sasha returned home, where a seemingly ordinary series of events took a deadly turn. Links: Patreon: https://www.patreon.com/murderwithmyhusband Netflix: https://www.netflix.com/murderwithmyhusband NEW MERCH LINK: https://mwmhshop.com Discount Codes: https://mailchi.mp/c6f48670aeac/oh-no-media-discount-codes Twitch: twitch.tv/throatypie Instagram: https://www.instagram.com/paytonmorelandshow/ Discount Codes: https://mailchi.mp/c6f48670aeac/oh-no-media-discount-codes Watch on Youtube: https://www.youtube.com/channel/UCUbh-B5Or9CT8Hutw1wfYqQ Listen on Apple: https://podcasts.apple.com/us/podcast/into-the-dark/id1662304327 Listen on spotify: https://open.spotify.com/show/36SDVKB2MEWpFGVs9kRgQ7 Case Sources: See No Evil: Season 6, Episode 2 – “No Place Like Home” All That's Interesting - https://allthatsinteresting.com/sasha-samsudean The Cinemaholic - https://thecinemaholic.com/sasha-samsudean-murder-where-is-steven-duxbury-now/ Click Orlando News 6 - https://www.clickorlando.com/news/2017/11/21/orlando-security-guard-found-guilty-in-murder-of-27-year-old-woman/ Oxygen - https://www.oxygen.com/murdered-by-morning/crime-news/stephen-duxbury-security-guard-killed-sasha-samsudean WESH 2 - https://www.wesh.com/article/duxbury-guilty-in-murder-trial/13817521 Circuit Court of the Ninth Judicial Circuit in and for Orange County, Florida - https://www.trialschool.org/wp-content/uploads/2024/04/samsudean-complaint.pdf Learn more about your ad choices. Visit podcastchoices.com/adchoices

Send us Fan MailTechnology companies often talk about products, features, and capabilities when customers simply want to know one thing: “How will this help my business?”In this episode of Joey Pinz Discipline Conversations, Jennifer Baier Anaya, Senior Vice President of Global Marketing at Ingram Micro, explains why MSPs must move beyond product-centered messaging and start communicating measurable business value.Jennifer shares what MSPs should ask when choosing a distribution partner, why repeating the same growth playbook will not produce different results, and how distributors can help partners make better use of their money, people, and technology.She also offers a wonderfully clear distinction between marketing and sales: marketing gives customers a reason to come to the table, while sales gives them a reason to close the deal. The conversation expands into leadership, vulnerability, coaching, peer groups, AI experimentation, and the importance of making every employee responsible for the customer experience.Jennifer also discusses growing up around two entrepreneurs, becoming an Ingram Micro “boomerang,” supporting Girls Inc. of Orange County, and why consistency gives creative people the structure required to make meaningful progress.Top Three Highlights

Hour 3 (09.22) A historic sea turtle nesting in Orange County has environmentalists scrambling, while Carrot Top's hospitalization prompts Tim to revisit a surprisingly memorable interview. Plus, Simone Biles reveals a frightening home break-in and Hollywood workers rally outside Paramount. 8:05 — Carrot Top, whose real name is Scott Thompson, is recovering after a reported suicide attempt that led to the cancellation of his long-running Las Vegas show. Tim recalls interviewing him alongside Adam Carolla and explains why the comedian left such a positive impression. 8:20 — Tim and Crozier swap stories about legendary comedian Gallagher. The conversation then turns to an extraordinary discovery in Orange County, where endangered olive ridley sea turtles laid eggs in what officials say is the first recorded natural sea turtle nesting on the U.S. West Coast. Some advocates are calling for nearby events to minimize impacts on the nesting sites. 8:35 — Simone Biles revealed that three masked men stole her Porsche GTS from her Chicago-area home before she and husband Jonathan Owens moved away. The vehicle was later recovered, and Biles says the incident helped convince the couple to get a Doberman for security. Tim also discusses Long Beach preparations as communities monitor conditions associated with a strengthening El Niño. 8:50 — Southern California prepares for another stretch of intense heat while forecasters track Hurricane Polo off Mexico's Pacific coast. Tim also covers demonstrations outside Paramount Pictures, where entertainment workers are protesting developments surrounding the proposed Paramount-Warner Bros. Discovery merger. See omnystudio.com/listener for privacy information.

Are Jewish voters leaving the Democratic Party over Israel and antisemitism?Jenny Rae Le Roux, Republican candidate for Congress in California's 47th District, joins Rabbi Daniel Levine for a candid conversation about the political realignment taking place among Jewish voters—and why she believes Orange County's Jewish community could decide this election.Jenny Rae discusses her support for Israel, her disagreements with Congressman Dave Min, the Democratic Party's changing relationship with Jewish voters, and whether Republicans have adequately confronted antisemitism within their own coalition.The conversation also covers Donald Trump, JD Vance, Tucker Carlson, January 6, abortion, tariffs, housing affordability, artificial intelligence, the future of young Americans, and Jenny Rae's experiences visiting Israel.Is the Republican Party becoming a new political home for Jewish voters—or will disagreements over abortion, Trump, and other social issues keep most Jews aligned with the Democratic Party?Learn more about Jenny Rae Le Roux and her campaign:https://jennyraeca.comCHAPTERS:00:00 – Introduction00:39 – Why Jewish voters could determine the election01:46 – Is the Democratic Party still a safe political home for Jews?09:00 – Rabbi Daniel's experience with Dave Min14:37 – Jenny Rae's criticism of Dave Min's Israel record18:26 – Why many Jewish voters remain Democrats23:03 – JD Vance, Tucker Carlson, Trump and Israel25:00 – January 6 and election integrity28:17 – Tariffs, free markets and the changing Republican Party32:00 – California's housing affordability crisis35:55 – Abortion and the Jewish vote39:10 – The Jewish perspective on abortion42:58 – What matters to young voters?46:43 – Will AI eliminate young people's jobs?50:20 – Jenny Rae's experiences in Israel54:29 – The America First case for supporting Israel58:03 – A message to Orange County's Jewish votersSubscribe for thoughtful conversations about Judaism, Israel, politics, history and the defining debates shaping Jewish life today.#JewishVoters #Israel #JennyRaeLeRoux #CaliforniaPolitics #RepublicanParty

Send us Fan MailRHOC S20 E11 Three Engagements, One Ring & a $450 UberRHOC S20 E11 — “A Tale of Two Trips”The episode picks up with the fallout from Vicki's explosive weekend, as Emily and Jen decide they have had enough and leave her house despite the $450 Uber ride. Vicki insists she didn't actually want them to leave, but after telling them to “get the F out,” Emily and Jen aren't interested in sticking around to work things out. The next morning, Vicki is still convinced she is the victim and even jokes about Venmo-requesting them for what she spent on the weekend. Meanwhile, the ladies in Los Olivos speculate about the drama back at Vicki's, including the ongoing mystery of whether Carmela's engagement ring actually exists. Gina also opens up about reaching a point where she was okay with never getting married to Travis because of their complicated family situation.Back with the group, the fallout spreads quickly. Emily tells Carmela and Shannon that Vicki had been talking about Carmela during their trip, including questioning whether Carmela and Danny even live in their house. Carmela is understandably furious, especially because she feels Vicki is perfectly comfortable discussing everyone else's relationships while refusing to address her own issues with Mike. Emily also opens up about her struggles with Shane, particularly feeling like he doesn't contribute enough around the house, while Shane feels that Emily doesn't acknowledge the sacrifices he makes for their family. On the other side of town, Gina and Travis are discussing whether they should spend millions on a bigger home for their blended family or have the wedding Gina has always wanted—and then Travis finally gives Gina her actual engagement ring. Meanwhile, Carmela and Danny have a surprisingly honest conversation about their relationship, including his past cheating and recent messages with another woman. They agree to try couples therapy and give themselves six months to work through the lingering anger and trust issues.The emotional centerpiece of the episode, though, belongs to Vicki and Tamra. Tamra comes over and gets the full story from Vicki, who admits that she felt attacked and overwhelmed during the weekend. As they talk, Vicki drops the bravado and reveals how insecure she feels about being alone and not being married. She reflects on her three failed engagements, her fear of another failed relationship, and her regret over divorcing Don, even wondering if they would still be together had they never left Chicago. Vicki admits that despite everything looking perfect on paper, she often feels alone and worries that Mike could eventually leave her. For once, Tamra puts the stirring-the-pot aside and actually gives Vicki the emotional support she needs, encouraging her to confront the deeper issues behind her fear of being alone. It is one of those rare moments where Tamra actually feels like Vicki's friend—and honestly, I didn't hate itReal Housewives, Orange County, season 20, episode 11, reality TV, relationships, conflict, production insightsSupport the showhttps://www.wewinewhenever.com/ 

Episode 205 is on the scene and we get you all set for this weekend's Valley Star 300 from Martinsville Speedway with track President Clay Campbell. Clay talks to us about what the fans can expect this weekend, the change of time for the heat races, his favorite memory of this event and his choice of speedway hotdog among other topics. We also give our full preview of this weekend's event headlined by 87 cars as we pick our winners and draft our fantasy teams!Our South Boston Speedway Track Championship Series concludes this week with Late Model Champion Trevor Ward. Trevor tells us why he's had no chance to celebrate as he has been preparing for Martinsville this weekend along with a second car for Brandon Lopez who is making his track debut this weekend. He discusses how that partnership came about, his ever growing fan base and the off season changes he made to help him prepare for his championship run at South Boston along with his personal feelings about it.Johnny Layne picked up the Southside Disposal Pure Stock Championship to conclude our South Boston Track Champions Series. Layne discusses what this one means to him, his daughters aspiring racing career and his thoughts about breaking the record set by Nathan Crews for all time wins in the division among other topics.The SMART Modified Tour started their playoffs at Orange County and it was truly a wild card as most of the playoff drivers ran into trouble or did not have strong runs. Cayden Lapcevich became the first Canadian driver to pick up a Smarty Trophy by holding off a hungry Carter McMurray on Saturday and we discuss all of the happenings in what is now a four way tie for the championship lead heading into the next race October 3rd at Tri-County.We discuss fight night at Bristol and reveal which part of the Carson Hocevar, Ryan Blaney fight surprised us. We also discuss Joey Logano's third win of the season, Jesse Love's candid post race interview following the O'Reilly Race and Jake Garcia's first Truck Series win in our National Series recap for the week.We also talk dubs, Kansas, Whelen Mods and so much more this week on DLN!Special Thanks to our sponsorsHash & Son Enterprises LLCALARS Inc (www.alars.net)

Hour 2 (09.21) Timmy caught a stunner of a Huntington Beach sunset Saturday, then reality: El Niño is pointed at LA, Gavin Newsom has declared a state of emergency, and Conway’s shopping flood insurance like everybody else who’s sick of home premiums, HOAs, and special assessments. Mark’s ankle has him in full James Caan “Misery” mode — hobbling, bedbound, miserable — but newlywed Courtney is no Annie Wilkes; she’s at the pet store grabbing supplies for two new kittens. The El Niño emergency is for weather that isn’t even here yet: high tides, floods, winter storms, snow if it gets ugly. Nicolas Cage’s place on Malibu’s Sea Level Drive is already red-tagged after a sinkhole opened in front of it and blocked the street, plus there’s a new garage-door scam making the rounds. Timmy hits a live Rams–Giants update (no spoilers), then Newport’s vanishing beach: they’re hauling 200,000 cubic yards of sand — a football field 3.5 feet deep — from the West Newport river bottom down to The Wedge before the surf eats more coast. 7:05 — Timmy was on beautiful Huntington Beach Saturday night and enthralled by the sunset. El Nino is on its way to LA, so Gov. Gavin Newsom has declared a state of emergency. Timmy is shopping for new flood insurance for his home. The crew (and the entire world) agrees that they are no fans of the exorbitant cost of home insurance, HOAs and special assessments. 7:20 — Mark is griping about his destroyed ankle, how it makes him feel like James Caan in “Misery,” bedbound, hobbling and utterly miserable. So, does that make his beautiful newlywedded wife Courtney the Kathy Bates character Annie Wilkes? Hardly, she’s at the pet store right now picking up pet supplies for the two new kitties they’re adopting! 7:35 — To Gavin Newsom’s state of emergency because of El Nino, which isn’t here yet. How d we prepare and capitalize on this strange weather event, which might not even happen? Worst case scenario is high tides, flooding, winter storms and snow. Nicholas Cage’s home on Malibu’s Sea Level Drive has already been red tagged because of the giant sinkhole that opened up in front of it, blocking access to other homes along the street. Also, we now must be aware of the latest scam involving garage doors. 7:50 — Timmy gives us a live Rams vs. New York Giants update. Won’t spoilt it for you here! To Newport Beach and its disappearing sand thanks to El Nino, they’re having to ship 200,000 cubic yards of sand (enough to fill one football field with 3.5 feet of sand) from West Newport Beach’s river bottom to Orange County’s Wedge thanks to crashing, heavy surf that’s eroded the coastline. Thanks for listening to Tim Conway Jr. on KFI!

In this episode, Andrew Cushman shares his elite strategies for navigating the turbulent multifamily real estate market. With over 3,000 units acquired and $122 million raised, Cushman breaks down how prioritizing fixed-rate debt and stress-testing for low-probability, high-consequence scenarios allowed his portfolio to weather historic interest rate hikes unscathed.The conversation explores the shifting macroeconomic landscape, analyzing how the Federal Reserve's policies and current supply-and-demand metrics are creating a massive deficit for new apartment deliveries. Cushman reveals exactly where he sees the most lucrative future opportunities, why he avoids Class C properties in the current cycle, and how to build unshakeable relationships with private investors.KEY TOPICS DISCUSSEDNavigating multifamily real estate portfolios through high interest rate cycles.Hedging against low-probability, high-consequence macroeconomic risks.The impact of Federal Reserve rate hikes and bond yields on commercial real estate.Analyzing rent growth momentum in specific markets like Atlanta and Austin.Why sharp declines in new apartment supply deliveries will drive the next bull market.The elevated operational risks and cap rate expansions of investing in Class C properties.Strategies for raising private capital without relying on institutional private equity.KEY TAKEAWAYSFixing long-term debt protects real estate portfolios from aggressive interest rate spikes, providing crucial staying power during economic downturns.Tracking rent growth momentum, rather than just current declines, helps identify markets that are quietly preparing for an upward recovery cycle.Because high interest rates have heavily reduced new developer starts, a massive supply shortage is inevitable and will drive outsized rent growth in the near future.Class B and A-minus multifamily properties offer better risk-adjusted returns and significantly lower operational headaches compared to cheaper, lower-tier assets.Building a sustainable capital-raising pipeline requires showing up with value in masterminds and maintaining proactive, transparent communication with investors through all market conditions.CONNECT & TAKE ACTIONInvest in first-position asset-backed lending with the Imagos Income Fund by texting the word INCOME to 844-777-1434.Discover luxury home ownership in Orange County at Skyline OC by visiting skylinocresidences.com.Connect with Andrew Cushman and Vantage Point Acquisitions at vpacq.com or email andrewc@vpacq.com.Follow Matty A on all social platforms at @officialmattya.Text your questions to 844-777-1434 to have them answered on an upcoming episode.

What if growing your audience on Instagram as a therapist didn't require becoming an influencer—or sounding like everyone else online? If you know you have something meaningful to share but you're struggling to get your content in front of the right people, wondering if anyone is actually paying attention, or trying to figure out how Instagram can help you reach prospective clients and grow your services, this episode is for you. In today's episode, I'm sitting down with my client Lizzy Madrigal, a coach, therapist, and writer based in Orange County, California. Lizzy is a graduate of Emerson College's MFA in Popular Fiction and has an MA in Clinical Psychology from Pepperdine University. She has co-written several articles for the mental health nonprofit IDONTMIND, and her poetry has been published in Harness Magazine and Writerly Magazine. She published her debut book, everything in its season, in 2025 and is currently working on her next poetry and lyrical essay collection for eldest daughters. With more than 10 years of experience in the mental health field, Lizzy is bringing together her love of psychology and writing to create stories and services that inspire others. And in this conversation, we're talking about what happened when Lizzy began bringing more of that voice, expertise, and lived experience into her content. We get into what it actually looked like for her to move through the fear of being seen, find her voice on Instagram, and create content that helps the right people find and deeply connect with her work. And while you'll hear about some pretty incredible growth along the way

On this week's episode of Beach Weekly, we cover parking ticket fee increases after the Long Beach City Council officially passed its 2027 fiscal year budget, Orange County declaring a local state of emergency, and SoCal coastal cities', with AI regulation and advancement updates, along with a Supreme Court ruling in favor of mail-in ongoing preparation for the upcoming El Niño storm season. We will also cover national and international news with AI regulation and advancement updates along with Supreme Court ruling in favor of mail in ballot voting.

Nothing is physically wrong, yet the moment sex starts to matter, your body stops cooperating. Why?In this solo episode, Todd Creager, licensed Marriage and Family Therapist and relationship coach with more than 30 years in practice, opens a series on men's issues with one of the most common calls he gets: sexual performance anxiety. Men who reach out are stressed, frustrated and often carrying a lot of shame. Many have a partner who is taking it personally. Todd's message is direct and kind. This is something any man can overcome.Todd frames the problem through internal family systems, a model he has been using with clients because it is accurate and it works. Inside each of us are protective parts. One of them, the manager part, exists to keep us from ever feeling inadequate. For many men, that manager formed early, around moments of being judged or having to earn approval. The original wound lives on as an exile, a part that quietly believes "I'm not enough."The trouble is that the manager follows you into the bedroom, where it has no business being. Instead of being in your body, you are watching yourself from the outside, grading the performance and guessing what your partner is thinking. Monitoring kills presence, and presence is what allows the body to respond on its own. You cannot think your way into arousal. The manager is trying to prevent shame and creating the exact conditions that produce it.Todd also touches on how the same pattern shows up outside of sex, in athletic performance, sleep and even attempts to control blood pressure, anywhere we want an outcome we do not consciously control.The way through is not a better technique. Todd walks through how to recognize the manager, thank it for working so hard, and ask it to step back so the Self, with a capital S, can be in the room. That Self brings clarity, curiosity and compassion, and it is the part that can be with a partner in the here and now. When that happens, the anxiety has nowhere to stand. The body tends to do what it does naturally. That is never the goal, but it is the byproduct.If you or someone you know is dealing with performance anxiety, Todd is here to help. Listen in, and if this episode speaks to you, share it with a man who needs to hear it.Todd Creager, making the world safe for love. If this episode resonates with you, please share it with someone who could benefit and leave a review. Your support helps us reach more couples who are ready to transform their lives.Check out my complete program "From Bickering & Escalating to Connecting & Loving" for more in-depth guidance: https://www.toddcreagertraining.com/loving-connecting-masterclassTodd Creager, LCSW, LMFTTodd is a sex expert and therapist in Huntington Beach.  He provides relationship coaching to couples throughout the world and in Orange County including Irvine, Newport Beach, Corona del Mar, Laguna Beach, Seal Beach and Long Beach.  (714) 848-2288.You can find more tips and resources from Todd Creager at:  https://toddcreager.com  HELPFUL LINKS:Get your FREE copy of Healing Infidelity From The Inside Out https://www.toddcreagertraining.com/heal-infidelity Secrets to a Sexy Marriage:  https://toddcreager.kartra.com/page/sexy-marriage-secrets7 Ways to Divorce Proof Your Marriage: https://toddcreager.kartra.com/page/optin-DPYMBe...

What are you feeding your soul? In Week Three of our "Dying to Live" series, "You Can't Live on Empty," we discover three essential nutrients for a healthy Christian life: God's Word, God's people, and God's praise. It's possible to fill our schedules, stomachs, bank accounts, and relationships while our souls remain empty. Spiritual snacks may sustain us temporarily, but they cannot produce lasting strength or transformation. We need daily dependence on Jesus—the Bread of Life. The Word forms us. Community strengthens us. Worship reorients us. And together, they lead us back to Jesus. Don't simply admire the menu. Come hungry, take your seat at the table, and allow God to fill you. Scriptures: Matthew 4:4, Hebrews 5:12–14, Romans 12:1–2, Hebrews 4:12, 1 Thessalonians 5:11, and John 6:35. Join Revere Church for our 9:30am & 11:30am PST Sunday experience online and in-person in Orange County, California. Get connected with community, join us in live worship with Revere Worship, & hear a powerful word from God. ABOUT US We exist to be at the forefront of revival where the presence of God leads us to repentance, ignites purpose, and release power. This is the vision of Revere Church, led by Pastor Bianca Juarez & based in Orange County, California. GIVE To support this ministry & help us continue to reach people all around the world: https://donate.overflow.co/reverechurch STAY CONNECTED Website: https://reverechurch.com/ Instagram: https://www.instagram.com/revere.church/ Edit TikTok: https://www.tiktok.com/@reverechurch NEXT STEPS Have you made the decision to follow Jesus? Let us know so we can help you on your faith journey: https://reverechurch.com/next-steps At Revere Church, we don't believe in doing life alone. Visit our website to find community, get connected, and discover your next step. #RevereChurch #RevereWorship #DyingToLive #LiveWorship #Sermon #Preaching #OnlineChurch #BiancaJuarez #Bible #Discipleship

Orange County declared a local state of emergency for coastal erosion and received a whole bunch of sand to help. Bob Baker Marionette Theater holds its annual Bob Baker Day this weekend. Volunteers get ready for annual coastal cleanup event. Plus, more on Evening Edition. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

On this episode of "The Mike Gilland Show," Central Florida businessman and candidate for Orange County Mayor Chris Messina share his thoughts on what our region needs from its government, and weighs in on his thoughts about Proposition 3. Also, as we have had the one year anniversary of the tragic assassination of Charlie Kirk, author and Charlie's friend Christy Edwards talks about her new book, "Charlie Kirk: In His Own Words."

Whit Haydon got his start writing for boxing websites and from there started matchmaking fights. Eventually, he became the matchmaker for Roy Englebrecht Promotions and went on to land at Al Haymon's Premier Boxing Champions; putting together fight cards for some of the biggest fighters in the fight game. In this interview he discusses where he sees boxing headed, why Jake Paul is good for boxing, more on the boxing Grand Prix, and more!These videos are part of an ongoing video series chronicling the hardcore punk music scene. They are an addendum to the film Orange County Hardcore Scenester. This is a documentary I made that chronicles the 1990s hardcore punk scene. Pick up the Orange County Hardcore Scenester DVD here: https://revhq.com/products/evanjacobs-orangecountyhardcorescenester-dvd?_pos=2&_sid=683ac2ce9&_ss=rSubscribe to ANHEDENIA FILMS UNLIMITED:https://www.youtube.com/channel/UCNef7SvafbY0w23IKTR0KrQCheck out Whit Haydon's matchmaking career here:https://boxrec.com/en/matchmaker/533511#boxing #matchmaking#premierboxingchampions #pbc #whitfieldhaydon#alhaymon#anhedeniafilmsondemand #anhedeniafilmsunlimited#anhedeniafilmstv

Today our guest is Dr. Stefan Bean, Orange County's 12th Superintendent of Schools and author of Lifted to Lead. Dr. Bean shares the LIFTED framework, a practical leadership model built around the idea that a leader's job is not to be first up the ladder but to hold it steady so others can climb. He also explains why listening is the foundation everything else in the framework depends on, and how leaders at every level can build real systems for gathering input from the people most affected by the decisions being made. In this conversation, Dr. Bean offers important reminders for educators and leaders: Every person in an organization has a strength worth cultivating. A leader's job is to find it, name it, and put people in a position to use it. Listening is a skill, not a given. Building purposeful structures for it, cadenced meetings, skilled facilitation, shared norms, and dyad conversations, is what makes it real rather than aspirational. Leadership is not about self-fulfillment. When leaders orient themselves toward lifting others, the entire organization rises with them. Learn More About CharacterStrong:  Access FREE MTSS Curriculum Samples Request a Quote Today! Visit the CharacterStrong Website Sign up for the CharacterStrong Weekly   About Dr. Stefan Bean Dr. Stefan Bean serves as Orange County superintendent of schools, guiding regional efforts to ensure every learner has the knowledge, skills and opportunities to thrive. With nearly 30 years in education, he is known for building genuine connections and leading with heart. As county superintendent, Dr. Bean leads the Orange County Department of Education, which provides direct instruction to the county's most vulnerable students and critical support to 28 local school districts and more than 40 charter schools serving hundreds of thousands of learners. Under his leadership, OCDE's work is anchored in the 5-3-1 Strategic Plan, emphasizing student success, service excellence and shared leadership. Dr. Bean was unanimously appointed as Orange County's 12th Superintendent of Schools in June 2024 and was elected by Orange County voters in June 2026 to a full four-year term. Before joining OCDE, Dr. Bean served as superintendent for Aspire Public Schools in Los Angeles, where he oversaw 11 TK-12 campuses after advancing from principal to superintendent during nearly 12 years with the organization. He subsequently served as executive director of the Irvine International Academy.

Hour 3 (9.17) After 25 years in LA, American Idol is leaving for Atlanta, the latest show chasing Georgia's tax credits. Plus: Undercover kids bought pills at an Anaheim swap meet. 8:05 — Conway's old job delivering tickets and swag for KIIS-FM. Anaheim police arrested five people at the Anaheim Marketplace indoor swap meet, where vendors are accused of selling Farmapram, a foreign brand of Xanax, without prescriptions. Undercover minors were able to buy it. Plus, taking Ambien for sleep troubles. 8:20 — Goodwill opens its biggest Bakersfield store, 17,000 square feet inside a former Rite Aid in the northwest part of town. It replaces a much smaller shop down the street. 8:35 — Orange County's West Nile virus risk is rated high, and vector control says infected mosquitoes are showing up at outbreak-year levels. Dump standing water weekly and wear repellent at dusk and dawn. 8:50 — American Idol moves production to the Atlanta area for Season 25. It follows Family Feud and Shark Tank out of LA, as California's film tax credit leaves reality TV behind. Thanks for listening to Tim Conway Jr. on KFI!

Hundreds come to Chatsworth to mourn the five victims of Tuesday's deadly accidents. The woman behind the wheel of the SUV that slammed into a Metro bus is set to answer to murder charges. Orange County declares a state of emergency over coastal erosion. Plus, more on Morning Edition. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

Governor Gavin Newsom is ordering stronger AI protections in the state. An iconic Batmobile is going up for auction. And some of the best food in Orange County is popping up in places right underneath your nose. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

Anthony Privitelli is the founder of Rally, the app that lets your people leave you voice notes that play automatically at every mile marker on race day. I love Rally so much that I had to know the story behind it. Thank you to Abby Anderson for introducing us!During this episode, we talk about:[2:00] The Sicilian nickname situation — why colleagues call him Tony but family and friends use Anthony[4:00] His pre-Rally life building an AI-powered walking-tours app with ex-TikTok coworkers, and its surprising tie back to Descript's own origin story[5:00] Seven years as an early Patreon employee (2013–2020), watching the entire creator economy get built in real time, before a stint at TikTok[8:00] Being 36 and building his latest startup while sleep-deprived with a one-month-old [12:00] The moment Rally was born: driving across a locked-down Orange County to catch a friend for a five-second flyby at her marathon, then thinking, "That's it?"[14:00] Cold-testing the very first version of Rally on four strangers from Reddit's "first-time marathoners" subreddit [16:00] The X-rated voice notes he had to quietly delete during beta testing, and the PSA that came out of it[19:00] Why Rally deliberately hides who left you a voice note until you choose to find out[23:00] How gifting a voice note works, the new race-bundle pricing, and the DM mix-up that led one user to think a friend had already gifted theirs[30:00] The "Go, Abby, go" voice note that still gives him goosebumps, and the harder ones — messages from people who passed away before their loved one's race day[39:00] Turning down $15–20K a month in ad revenue to keep Rally's share pages clean[47:00] The brand and race partnerships so far — Goodr, Shokz, Orange County Marathon, Pittsburgh, and Indy Mini — and building an ambassador program for everyday runners instead of just big creators[56:00] The next problem he's trying to solve: building a fundraising feature into Rally the right way, without stepping on races' existing charity partnerships[1:02:00] Being a brand-new dad to one-month-old Sophia, and the honest reason — beyond the newborn — that he pulled out of the Chicago Marathon this year[1:08:00] His hot take on "hard work" [1:15:00] His go-to mental mantra on race day: "your body will go further than your mind"[1:18:00] What's next for him — trying to break an hour in a solo HYROXPrevious Guests MentionedAbby Anderson⁠ - Episode 133Rob Perez - Episode 150Lindsey Hein - Episode 100Other LinksDownload Rally - runwithrally.comFollow Rally on Instagram @runwithrallyGet your ticket to our Post Race Celebration event with Athletic Annex and Brooks Running — use code FLAMS for $10 offEnter our Indy giveaway — closes Tuesday, September 22ndFollow me on Instagram @allytbrett_runsSubscribe to Finish Lines & Milestones weekly newsletterThis is a SandyBoy Productions podcast.

Hour 4 (9.16) 9:05 — To more on last night's tragedy in Chatsworth. Tim plays the news report from Mark Brown of ABC (who Tim happens to share a one-sided friendship with). All of this kicked off when a woman speeding in an SUV T-boned the bus, which had the right of way, resulting in the death of two passengers. News Chopper 4 was covering the crash when it went down. That woman had quite the long rap sheet and is now booked on suspicion of murder. She's being held on $4 million-plus bail. 9:20 — Ross Benson of Burbank remembers news pilot George Marciniw, who he has known and worked with for decades, as the nicest guy in the world who loved Burbank, where they both grew up. George even helped Ross's son propose to his daughter when he took them up in his chopper to hover over the Hollywood sign. Ross plans to lead the charge to get a statue erected in George's honor in the Burbank area. 9:35 — Todd Spitzer’s on the line after Orange County’s first e-bike buyback vacuumed up about a thousand machines in one Sunday at Angel Stadium. Parents lined up to swap the kids’ rockets for Target, Walmart and Dick’s cards — and for the first 75, a pair of Angels tickets — because they’d rather lose the bike than spend another weekend in the ER. The DA’s pitch is simple: Get the fast ones off the street before somebody else ends up like Jesse Hayes. 9:50 — The Dodgers are one win from wrapping the division — magic number: 1. Meanwhile California’s so jammed with cars the DMV is out of plate combos and rolling out a new mix (three numbers, three letters, then another number). Timmy could not care less. His daughter is obsessed, so here we are. He also wants to know if inmates still hammer out the plates. And BUR’s new terminal opens October 13, which happens to be Conway’s birthday, so obviously it should be Conway International. He’s already the unofficial mayor of that airport. #TimConwayJr #KFIAM640 #Chatsworth #NewsChopper4 #ElianaMoreno #GeorgeMarciniw #NBC4 #RossBenson #Burbank #ToddSpitzer #EBikeBuyback #OrangeCounty #JesseHayes #Dodgers #MagicNumber #CaliforniaDMV #LicensePlates #BurbankAirport #BUR #ConwayShow See omnystudio.com/listener for privacy information.

Hour 2 (9.16) OC DA Todd Spitzer calls in after the county’s e-bike buyback yanked about a thousand bikes off the road — parents swapping the kids’ death traps for gift cards so nobody else cracks a skull. Then a Valley win: Leslie David Baker, Stanley from “The Office,” is now co-owner of Honey Baked Ham on Ventura. Atta boy. Conway’s mall-rat mode is on with his daughter, who’s almost 21 — clothes for her, a cheeky bet at the track for him, just don’t tell the wife — plus Michael Gates is running for California AG and holding a $3-gas stop Saturday 10 a.m.–noon at 17453 Central Ave in Carson. The Dodgers’ magic number is 1, California’s changing license-plate sequences because the state ran out of combos (Tim doesn’t care; his daughter does), and he wonders if inmates still stamp the plates. Burbank Airport’s new terminal opens October 13 — Timmy’s birthday — so naturally it should be Conway Airport. After a brutal week in the Valley, Universal debuts the Fast & Furious Hollywood Drift, billed as the fastest coaster at any Universal park. The crew can’t wait; Toluca Lake neighbors are putting up a sound wall. Wear the belt. Timmy still loves the wooden one at Knott’s. 7:05 — The E-bike buyback down in Orange County has been very successful, with around 1,000 of those bikes taken off the road. OC District Attorney Todd Spitzer is on the phone to talk about the success of the program, where parents traded their kids' bikes for gift cards to ensure they don't crack their skulls or break any bones on the road. 7:20 — Did you know? Leslie David Baker, who played Stanley on "The Office," is now the co-owner of Honey Baked Ham on Ventura Blvd! Atta boy! In other news, Conway really enjoys going to the mall with his daughter, who'll be turning 21 in a few weeks. Atta girl! Tim buys her clothes while he also heads to the track for a cheeky bet, because he's really into multitasking — just don't tell his wife. Also, Michael Gates is running for AG of California, and next Saturday 10am–12pm, he'll be at 17453 Central Ave in Carson, where there'll be $3 gas! 7:35 — The Dodgers' magic number is 1. If they win one game in the next couple of weeks, they will have clinched their division. License plate sequences are changing in California. It's because there are so many cars on the road that the state has run out of numbers and has to change variations: three numbers, three letters, then one number. Timmy doesn't really care, but his daughter sure does. And that's why we're talking about it now. Timmy wonders if prisoners still make license plates. Burbank Airport's new terminal is opening for business on October 13. And Timmy is its No. 1 fan. Should it be renamed "The Conway Airport"? It is opening on his birthday, after all! 7:50 — After a rough week in the Valley and Greater Los Angeles, now for a little relief: Universal Studios has debuted its Fast & Furious Hollywood Drift roller coaster, said to be the fastest roller coaster at any Universal park in the world. The crew cannot wait to ride this thing, and the only people who hate it are the neighbors who live in Toluca Lake, who are erecting a sound barrier. Kids: Remember to use your seatbelts, so your brain doesn't scramble! Timmy loves the wooden one at Knotts Berry Farm. #ebikebuyback #orangecounty #ToddSpitzer #LeslieDavidBaker #TheOffice #Stanleytheoffice #HoneyBakedHam #MichaelGates #CaliforniaAG #Carson #Dodgers #Californialicenseplates #BurbankAirport #TheConwayAirport #TheValley #LosAngeles #UniversalStudios #Fast&FuriousHollywoodDrift #rollercoaster #TolucaLake See omnystudio.com/listener for privacy information.

Sept. 17, 2026 - A state-appointed monitor is being credited with watering down lucrative local subsidies handed over to an Amazon warehouse project in the Hudson Valley, so we wanted to explore whether this model could work in the rest of the state. We discuss the Orange County experience and the potential expanded oversight of taxpayer subsidies with State Sen. James Skoufis, an Orange County Democrat.

In this edition of The Greg Pogue and Darren McFarland Show, the guys discuss a myriad of topics, including the highly-anticpated matchup this weekend between LSU and Ole Miss, Cam Ward's press conference comments on his evaluation of himself as a QB, the debate on if there should be more indoor stadiums in the NFL, and more. Also, the guys take listener calls, and Orange County, Alabama Mayor Tony Kennon joins the show.

In this episode, we unpack the critical Federal Reserve interest rate decision and its potential ripple effects across the stock market and the broader economy. We explore why hiking rates in the face of supply-driven inflation, like surging oil prices, could be a policy misstep that further burdens consumers.The discussion also dives into the worsening housing affordability crisis, the latest developments in artificial intelligence, and the political fallout of the failed Crypto Clarity Act. By understanding these macroeconomic trends, investors can better position themselves to uncover hidden opportunities during periods of market fear and uncertainty.KEY TOPICS DISCUSSEDFederal Reserve interest rate decisions and potential policy errorsCore versus headline CPI and long-term inflation trendsGeopolitical impacts on oil prices and economic stabilityQuadruple witching and its effect on stock market volatilityThe housing affordability crisis and surging mortgage ratesDemographic shifts and the future of housing demandAI advancements, tech leader debates, and market impactsPolitical promises and their potential inflationary effectsInstitutional adoption of crypto and the blocked digital asset clarity actKEY TAKEAWAYSRaising interest rates cannot solve supply-side inflation issues like rising oil prices, making potential hikes a questionable policy decision for the Fed.Despite rising costs for everyday goods, consumer spending remains resilient, as evidenced by a recent surge in US retail sales.High mortgage rates and soaring home prices have created the most unaffordable housing market in history, shifting the advantage to buyers with strategic capital.A declining birth rate paired with an aging population could drastically alter long-term housing demand and property values in the coming decades.The failure of the digital asset market clarity act delays the institutional capital influx needed to stabilize and legitimize the cryptocurrency market.CONNECT & TAKE ACTIONText "INCOME" to 844-777-1434 to learn more about the Imagos Income Fund and generate consistent monthly passive income.Text "X-RAY" to 844-777-1434 to connect with Ryan for a full portfolio breakdown.Visit skylineocresidences.com to discover luxury home ownership in Orange County at Skyline OC.

Hour 1 (9.14) 6:05 — Mark Thompson is in the Tim Conway Jr castle, and the lads are talking all things sports betting and the death of their favorite fur babies. Aside from his cat dying, Mark admits to a pretty good weekend of wins and grins thanks to his sporting prowess. There’s a fire burning in La Habra Heights — and it’s burning homes, even with five water-dropping helicopters fighting the flames. 6:20 — Marky Mark and Timmy C talk all things football, and it’s not such a ding-dong moment that the Rams and Chargers aren’t doing so well. With the city heat in Los Angeles, people are fighting. Even Bellio is flipping people off on the 5, and Mark’s getting Facebook critiqued for his delightful laugh. F that guy. Not Mark, F his troll. 6:35 — It’s been more than a year since The Foosh’s near-fatal road accident, and Tim’s getting soppy. Without The Foosh, who would send Timmy all those funny memes? There’s been an E-bike buyback in Orange County because parents no longer want their kids on those dangerous death traps. The electronic bikes are getting exchanged for gift cards and Angels tickets. 6:50 — The Emmys have started, and Michael J. Fox is getting the Bob Hope Humanitarian Award. Back in the ’80s, Conway had a fun run-in with Michael J. Fox right after he won his two Emmys. Timmy takes a whip-around with them to ask if they’d bring their winning Emmy with them to a restaurant or bar following the ceremony. And now? There’s a high-speed chase in downtown LA. #USOpen #SamSimon #NFL #Chargers #Rams #LaHabrafire #MarkThompson #TheFoosh #ebike #ebikebuyback #OrangeCounty #Angels #ToddSpitzer #Emmys #MichaelJFox #DTLA #Emmywinners #highspeedchase #TimConwayJr See omnystudio.com/listener for privacy information.

Hour 4 (9.14) Mark and Tim are having a week: Rams, Chargers, dying cats, broken ankles, SoCal sticker shock — and heat-fueled road rage so bad Bellio got flipped off on the 5 by some ding-dong glued to a phone. Then it’s Orange County’s e-bike buyback — gift cards from Target, Walmart and Dick’s, Angels tickets for the first 75, no questions asked — because parents are done spending Saturdays in the ER. Somehow Timmy jumps from a downtown high-speed chase to the Emmys red carpet to childhood memories of ice-cold suppositories, because of course he does. Heather Brooker is in studio after a full carpet day: Michael J. Fox got a lifetime honor, Stephen Colbert’s “Late Show” beat Jimmy Kimmel and John Oliver for variety series, and Heather wore the dress her Instagram fans voted on. Atta girl. 9:05 — Between the Rams and Chargers, dying cats, broken ankles and the increasing cost of living in SoCal, Marky Mark and Timmy C have been doing it tough this week. Angelenos are angry this week, and it must be the heat. Plus, Bellio got the acrylic bird from some dumb B who was on her phone while driving on the 5. 9:20 — Cards from Target, Walmart, Dick’s. First 75 in line also got two Angels tickets! Working, broken, stolen-looking — they took ’em. We’re talking the Orange County e-bike buy-back! Parents are tired of spending their Saturdays in the emergency room. First guy in line was Jesse Hayes, 20, who spent three months on life support after an e-bike crash in Huntington Beach. 9:35 — How did we go from high-speed car chases in downtown LA, to the Emmys red carpet, to Tim’s remembrances of ice rockets up his tuchus courtesy of his mom’s love of suppositories? We don’t know but Conway sure found a way to segue from award winners to enemas. 9:50 — Heather Brooker is back in studio with Mark and Tim to break down the Emmys while the big drama and comedy races are still out. So far, the night’s already delivered: Michael J. Fox picked up a lifetime achievement honor, and Stephen Colbert’s “Late Show” beat Jimmy Kimmel and John Oliver for variety series — a win that lands extra hard after CBS canceled the show. Heather, never one to phone it in, wore a dress her Instagram fans actually voted on. Atta girl. #TimConwayJr #MarkThompson #KFIAM640 #Rams #Chargers #LATraffic #Bellio #EBikeBuyback #OrangeCounty #ToddSpitzer #JesseHayes #AngelStadium #Emmys #HeatherBrooker #StephenColbert #LateShow #MichaelJFox #JimmyKimmel #JohnOliver #HighSpeedChase See omnystudio.com/listener for privacy information.