Podcast appearances and mentions of joe duran

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   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: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. 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. 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 building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

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

With Joe Duran – Managing Partner, Rise Growth Partners Overview What does it take to build something enduring—more than once? In this special replay, Joe Duran reflects on the mindset behind reinvention, the lessons from selling United Capital to Goldman, and why the most successful leaders never stop questioning their assumptions. Watch… Listen in… > Download a transcript of this episode… 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. About this episode… Joe Duran's career has always been about reaching new heights—and then helping others climb on their own. A proverbial mountain climber himself, Joe built and sold two of the most successful firms in the RIA space: Centurion Capital and United Capital. Today, Joe sees himself as a sherpa—guiding the next generation of entrepreneurs through his latest venture, Rise Growth Partners. His story is one of constant reinvention, relentless curiosity, and the humility to keep asking one simple question: “What if I'm wrong?” Joe first joined us on the show back in 2020, shortly after the sale of United Capital to Goldman Sachs. Now, with the benefit of both hindsight and foresight, Joe revisits that experience and explores the mindset behind building truly world-class firms, including: The Goldman experience—and what he learned from the sale of United Capital. The development of Rise—and how he sees it helping to shift the narrative in the industry. Learning from your clients instead of your competitors—and why that's the real key to building a world-class firm. Finding an investor that can “really help you—and why you need to look beyond “financiers.” Adding services without adding staff—and when you shouldn't look in-house for solutions. Challenging your assumptions—and how to stay relevant in an industry that never stops changing. And why being great doesn't necessarily mean being the biggest. Joe also reflects on how the industry can avoid the risk of mega-RIAs repeating the mistakes of the wirehouses. It's a candid and thought-provoking conversation about reinvention, leadership, value creation, and what it means to evolve from mountain climber to sherpa from one of the industry's trailblazers. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources Why Settle for “Good Enough” When Great is Possible? In a vastly expanded industry landscape with more high-quality options than ever before, some advisors settle for “good enough” when the potential for “great” is often within reach. What's holding them back? Limitless Growth: Building the Business You Want and the Life to Match Stephanie Bogan, founder of Limitless Advisor, offers a glimpse into the advice and perspective she shares with advisors and business leaders in the wealth management world, focusing on mindset and methods, and their relationship to achieving one's best business life. Wealth Management Landscape at a Glance The wealth management industry offers more options than ever, making it challenging to identify and compare the various models. We created this “at a glance” continuum infographic—to help you navigate the different models and understand how their features stack up. Joe Duran Managing Partner Joe Duran is a serial entrepreneur and an industry visionary in wealth management and wealthtech. Early in 2024, Joe and his team launched Rise Growth Partners (‘Rise'), the industry's first harmonious financial partner. With firsthand experience in building nationally recognized registered investment advisers (RIAs), Rise's team partners with middle-market RIAs, providing capital and strategic expertise. Previously, Joe was a Partner at Goldman Sachs, serving as Co-Head of the Workplace and Personal Wealth business. He founded and served as CEO of United Capital, one of the nation's largest independent wealth management firms, which Goldman Sachs acquired in July 2019. Prior to that, he built and sold Centurion Capital–one of the first turnkey asset management platforms–to General Electric, where he served as President of GE Private Asset Management (now listed as NYSE: AMK). Joe is the author of three bestselling books on investing and entrepreneurship. He is a sought-after conference and podcast speaker and appears frequently on a broad spectrum of media, ranging from CNBC to Goop. Joe has MBAs from Columbia University and UC Berkeley, as well as an undergraduate degree from Saint Louis University. He is a CFA Charterholder and a member of the Young President's Organization (YPO), the world’s largest leadership community of chief executives. A Yogi for decades, he meditates daily and is an avid beach volleyball player. Joe and his wife Jennifer cherish their three daughters and share a love of frequent travel, dining, dancing and live concerts. Also available on your favorite podcast app and other media sites

In this episode of PRess Play: The StreetCred Podcast, hosts Elena Krasnow and Jimmy Moock sit down with Sean Allocca, executive editor of The Daily Upside and veteran financial journalist. Sean reflects on his path into financial journalism, what drew him to The Daily Upside and why curiosity remains central to strong reporting. Our conversation with him explores how modern financial media balances credibility with accessibility, and how editors think about storytelling in an increasingly crowded news landscape. We cover: How a passion for writing led Sean to a career in financial journalism His experience at The Daily Upside and how the publication blends serious reporting with humor and pop culture Key lessons from covering markets across multiple financial publications over the years The rise of “new media” and the role AI is beginning to play in shaping financial news Some of Sean's most memorable interviews, including a conversation with John Walsh of America's Most Wanted …and more! Tune in for a candid conversation on modern financial journalism, editorial decision-making and the questions that shape the stories readers see. Topics: (0:37) Meet Sean Allocca (1:44) A New Jersey local (2:38) Don't miss out on Prospect Tavern! (3:08) What's for lunch? (4:38) Joe Duran and a rotisserie chicken (5:23) A disdain for mushrooms and a love for ravioli (7:03) Sean's journey into financial journalism through his passion for writing (7:58) His crime investigative reporting era at Forensic Magazine (8:35) Pivoting to CFO Magazine and the world of corporate finance (10:33) Present day: what drew Sean to The Daily Upside (12:38) The Daily Upside's unique approach and venture into “new media” (13:53) How AI is reshaping the way news is delivered (14:43) A peek behind the curtain of the newsroom: balancing comedy and complex topics (15:48) America's Next Top Model (Portfolio) (16:23) Lessons from covering markets and finance across multiple financial publications (16:42) Never stop asking questions (17:46) PR spins (debunked in StreetCred's most recent blog by Jill Casey Pintor) (18:38) A special interest in investing: options, derivatives and different asset classes (20:15) Suitability vs. fiduciary (21:49) A shift toward being more fiduciary and a corresponding shift in the way firms market themselves (23:28) A few stories and interviews that have stood out to Sean over the years (23:48) Sean shares his PR horror stories (24:05) Interview with John Walsh from America's Most Wanted (24:34) Sitting down with Peter Mallouk, Josh Brown, Kunal Kapoor and others (25:16) The process of preparing for interviews (27:02) A fun game Sean's brother likes to play when Sean is hosting an interview (28:07) Have you heard of Harry Mack? (28:37) Shout out to Sean's brother (28:47) The revival of Jimmy the Moock! (29:24) Time for our Play segment! (29:46) An alternate life as a musician (31:07) The benefits of classical music, for humans, cats and plants (33:34) Sean's favorite things to do for fun: museums, exploring new places (34:07) A plug for the bounties of Philadelphia (35:20) Moment of gratitude (36:42) Look out for a joke on circumventing mushrooms in the next newsletter! Connect with StreetCred PR: Contact Us: https://streetcredpr.com/contact/  StreetCred PRWebsite: https://streetcredpr.com/  Elena Krasnow on LinkedIn: https://www.linkedin.com/in/elena-krasnow/  Elena Krasnow on X (Twitter): https://twitter.com/elenaspeaking  Jimmy Moock on LinkedIn: https://www.linkedin.com/in/jimmy-moock-3103162/  Jimmy Moock on X (Twitter):  https://twitter.com/jimmymoock  StreetCred PR on LinkedIn: https://www.linkedin.com/company/streetcred-publicrelations/  StreetCred PR on X (Twitter): https://twitter.com/StreetCred_PR  Subscribe to PRess Play on YouTube: https://www.youtube.com/@StreetCredPR  Connect with Sean Allocca: The Daily Upside: https://www.thedailyupside.com/  Sean Allocca on LinkedIn: https://www.linkedin.com/in/seanallocca/  The Prospect Tavern: https://www.theprospecttavern.com/  About our Guest:  Sean Allocca is Executive Editor of The Daily Upside and an award-winning journalist with more than 15 years of finance experience. He was formerly the editor-in-chief of ETF.com where he led business development and editorial strategies. He also served as managing editor of the wealth management publications InvestmentNews and Financial Planning, and as editor of the corporate finance publication CFO Magazine.  Publishing Tags: PRess Play, StreetCred PR, Podcast, Financial Journalism, Financial Media, The Daily Upside, Sean Allocca, Elena Krasnow, Jimmy Moock, Wealth Management, Media Relations, Newsroom Insights, Behavioral Finance, New Media, AI in Journalism, Personal Stories, Editorial Strategy, Financial News, Behind the Scenes

In this episode of PRess Play: The StreetCred Podcast, hosts Elena Krasnow and Jimmy Moock sit down with Joe Duran, industry titan and longtime friend of the firm, and managing partner of Rise Growth Partners. Joe reflects on the emotional and creative side of leadership. He digs into why so many large firms have lost … Read More Read More

Having built and sold two world-class firms, the founder of Rise Growth Partners shares lessons on leadership, innovation, and how growth requires constant reinvention.

In this week's Rise UP! Joe Duran, Kevin Grimes and Chris Deeley from Grimes and Company have a spirited conversation over what the Musk/Trump battle means for Tesla stock and what to do if you own it, what the data is really saying about a potential economic slowdown and how to protect your portfolio while also making sure it's set for growth. Plus, “perception” vs “reality” and its effects on everything from equities to home sales. Want a second opinion on your investing strategy? Get a free portfolio review from Grimes & Company's Kevin or Chris at https://bit.ly/4dS5hnY Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Chapters 1:07 - Trump vs Elon and Tesla Stock Effects 3:56 - Why Elon Musk Has More to Lose in this Fight 5:43 - What Does This Mean for Tesla Stock and What Should You Do If You Own It? 9:20 - When It's Time to Sell Your Winners 11:06 - Markets and Concerns of an Economic Slowdown 11:45 - What the Data Says 13:05 - What You Should Do with Your Portfolio with Where Valuations Are 14:50 - Stocks = 1999? 16:30 - Where the Investing Opportunities Are 19:42 - The Index Effect is Real 20:40 - Ask Us Anything 20:45 - How Do You Buy the Dip or Buy the Down Without A Lot of Cash Handy? 25:37 - How Do You Have a Balanced Portfolio When Your 401K Plan Doesn't Give You Access to Alternative Assets? 29:28 - Can a Housing Crash Be Caused By the Perception One Might Happen? 33:46 - Next week: Domestic Policy Bill, Economic Inflation Data, and Tariffs Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Tesla #ElonMusk #DonaldTrump #StockMarket #EconomicSlowdown #MarketTrends #InvestmentStrategy #FinancialNews #TechStocks #HousingMarket #PortfolioManagement #PersonalFinance #MoneyMatters ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this week's Rise UP! Terri Kallsen, Joe Duran, Peter Boockvar, and Jon Betlow discuss everything from how market data and consumer actions are suggesting an economic slowdown is coming — to asking if the TACO trade is real? Peter explains why buying the dip isn't necessarily the way to go and that there is a better way to ensure your investments go up. Jon talks about managing emotions and client fears that a recession — and some even worry a depression -- is near, and the extremes they could go. And we take a deep dive into the data and what 2025 Q3 and Q4 could look like, what the team thinks will really happen, and what to do if it does. Chapters: 1:23 - The Markets' Latest and Investing vs. Trading and Why CFPs Matter 4:48 - Judge Rules Tariffs Are Illegal and More 5:09 - Economic Data Signaling Trouble Ahead 7:21 - Why Judges Said Tariffs Were Overreach 8:15 - No Clear Light on Tariffs Between Courts, Administration, and How Global Negotiations Go 11:07 - How Tariffs and Tariff Concerns Are Affecting Businesses 12:40 - Market Volatility: It Feels Bad, but Is It Really? 14:23 - Where We Are on Valuations 15:54 - Best Time to Buy the Dip in 30 Years? 17:07 - There's a Difference Between Buying the Dip and Buying “Down” 18:07 - Is the TACO Trade Real? Is It the New Fed? 21:22 - When Is the Right Time to Buy a Home or Make Another Big Purchase 23:25 - Interest Rates vs. Economy When Making the Decision on Buying a Home 23:55 - Homeowners' Actions Are Telling Us There Is a Slowdown Coming 25:00 - Q3 & Q4: What the Data Is Saying 25:20 - Viewer Went All Cash in 2007, Same Gut Feeling Now… Should He? 28:38 - Will Seasonality Take Us to Powell Cutting Rates? 29:43 - There's a More Reliable Tool for Predicting Markets Than Seasonality and It's Coming 31:24 - Viewer Has Concern the Great Depression Is Coming: Managing Emotions and Your Portfolio 32:13 - Lots of Depressions Predicted, but Only One Has Occurred — How Worries May Make You Miss Out 34:56 - What to Watch Next Week Volatility got you concerned? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/3HjYmYn Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Markets #Recession #EconomicOutlook #InterestRates #Tariffs #StockMarket #BuyTheDip #FinancialPlanning #RealEstate #ConsumerTrends #MarketVolatility #PeterBoockvar #RiseUP ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

With markets rebounding on the back of a 90-day tariff pause and U.S.-China Trade talks, investors are asking: Is now the time to buy, or wait for the next drop? In this episode of Rise Up, Rise Growth Partner's Joe Duran is joined by Scott Schwartz and Alexis Miller of Bleakley Financial to break down what's really driving the markets and how disciplined investors should respond. What you'll learn: What the U.S.-China tariff pause means for stocks, bonds, and small businesses (there's no trade deal yet) Whether the Mag 7 comeback is sustainable or overhyped Why international and value stocks could outperform in 2025 The smartest way to build a bond portfolio in today's rate environment Where Bitcoin fits inside a diversified plan Why regular rebalancing beats market-timing every time Why small-cap stocks are lagging, and what that signals for the economy Stay calm, stay disciplined, and make smarter moves in a headline-driven market. Chapter:02:09 - Markets Recover, But…? 05:47 - Inflation Surprise: What Does It Mean for Portfolios? 07:28 - Bonds in Focus: High-Quality or High-Yield? 11:47 - Private Credit: Hidden Yield or Hidden Danger? 12:30 - Magnificent Seven: Still a Buy After the Bounce? 15:16 - FOMO vs Discipline: When to Rebalance 19:29 - Bitcoin's Role: Diversifier or Tech Proxy? 23:51 - The BIG Topic: 90-Day China Tariff Pause: What It Means for Markets 24:07 - Viewer Question: What Does The U.S.-China “Deal” Mean for Markets Short-term and Long-term? 28:07 - Viewer Question: How Do I Manage My Portfolio Right Now? 31:24 - Viewer Question: How Much To Set Aside If My Business Fails? 35:15 - The Big Three Next Week Volatility got you concerned? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/3F6XMN0 Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Markets #StockMarket #Tariffs #TechStocks #Bitcoin #Mag7 #BondMarket #PortfolioStrategy #FinancialPlanning #EconomicOutlook #SmartInvesting ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this week's Rise Up, wealth managers Andy Schwartz, David Mandelbaum, and co-hosts Terri Kallsen and Joe Duran bring incredible insights into what they believe is going to happen over the next two quarters, both economically and in the markets. Relating stories of what they are hearing from their clients and delivering the advice they are giving, including some step-by-step instructions on how investors should be thinking about and managing their portfolios right now. Plus, our viewers ask us anything — from how to know when to get back into the market after selling, and when investors really make the most money, to needing a portfolio manager or not, and why the basics aren't boring! Plus, what to watch for next week.  Chapters: 2:47 - Markets Latest 3:35 - Negative GDP and More is Coming 5:13 - “We're at the high end of this trading range” 6:22 - “Our clients are pulling back” 7:55 - The Mag 7 and What the April Markets Comeback Signals 9:09 - We're Not at the Bottom 10:45 - What Investors Should Be Doing Now 11:44 - Tariffs and Pharma Industry: What to Know 17:30 - It's a Good Time to Get Into the Right Healthcare Investments 21:03 - Ask Us Anything – Who Are the Winners and Losers this Month? 22:00 - The Best Way to Invest 23:30 - When the Next Drop Will Come 24:15 - Diversification is Your Friend 24:45 - Selling? How to Know When to Get Back In 28:15 - When You Make the Most Money 30:15 - Do I Really Need a Portfolio Manager? Yes and No 36:06 - “Basics are Boring” But Are They Really? 40:05 - Next Week Volatility got you concerned? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/4jFVxzc Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Markets #Investing #MarketVolatility #StockMarket #Gold #Bitcoin #PortfolioStrategy #stocks #Economy #Recession ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the latest episode of Rise UP! your essential weekly market recap where financial headlines meet real, actionable guidance and expert insight. Hosted by Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, this special edition features Grimes & Company's Benjamin Wallace, CFA, and Todd A. Herman, CFP®. This week's episode unpacks a dramatic shift in the financial landscape, triggered by tariff-driven volatility, skyrocketing Treasury yields, and growing questions around America's role as a global safe haven. With investor confidence rattled and markets swinging wildly, we dive into what's happening and how disciplined investors can stay focused and protect their portfolios in this volatile and highly uncertain times. In this episode: Why U.S. Treasury yields just posted their biggest 3-day spike since 2001 How tariff uncertainty and erratic policy are shaking investor confidence How to think clearly amid the chaos: plan-based investing vs emotional reactions Rebalancing strategies to realign risk and stay the course The #1 mistake investors make in volatile markets How to tell if your financial advisor is helping or hurting What to expect from earnings season and the Fed's next move Don't let the headlines shake your plan. Watch now to stay grounded, informed, and confident in your next financial move. Chapters: 1:48 - Buckle Up: Markets Are Wild. Let's Break It Down 3:24 - What Just Happened?! Inside The Market Mayhem 10:20 - Three Power Moves to Stay Sane (and Smart) in This Market 15:50 - How the Pros Are Investing Right Now 20:12 - Small Caps, Big Trouble? Where to Look in This Shaky Market 25:24 - The Real MVP: How to Spot a Rock-Solid Financial Advisor 27:09 - Stop Obsessing: When (and How) to Actually Check Your Portfolio 28:08 - Does Your Advisor Pass the Stress Test? Here's How to Tell 36:24 - What's on the Financial and Economic Radar for Next Week? Investment Concerns? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/4js1UWj Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #MarketVolatility #StockMarket #InterestRates #FederalReserve #Tariffs #InvestmentStrategy #FinancialPlanning #PortfolioManagement #Rebalance #SafeHaven #EconomicOutlook ____________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Markets have tanked following President Trump's announcement of sweeping global tariffs yesterday. The S&P 500 and Nasdaq experienced their worst day since 2020, and the small caps index, the Rusell 2000, has entered Bear Market territory. In this special edition of Rise Up!, we bring immediate reaction and expert analysis from Peter Boockvar and Scott Schwartz of Bleakley Financial Group. Join hosts Terri Kallsen and Joe Duran from Rise Growth Partners and our guests as we break down: Why are markets reacting so violently to Trump's reciprocal tariff announcement The broader economic consequences of these tariffs in the U.S., from supply chains to recession risk Whether this tariff shock could trigger a global recession Which sectors and stocks are getting hit hardest, and if now's the time to buy the dip Safe havens like gold, treasuries, and cash: are they back in favor? How investors should position themselves in the face of rising economic and market uncertainty This is one of the most consequential days for markets in years. Don't miss this timely and insightful conversation about what it all means and how to position your portfolio now. Recorded LIVE on April 3rd, 2025. We want to hear from you! What would you like to see on Wealthion? Please take our poll here: https://www.youtube.com/post/UgkxtJvEEM4j_eRy7iT---EJ_mbkp1En1P0O Investment Concerns? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/4i4v7pg Hard Assets Alliance - The Best Way to Invest in Gold and Silver: https://www.hardassetsalliance.com/?aff=WTH Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #StockMarket #MarketCrash #TrumpTariffs #Tariffs #TradeWar #EconomicOutlook #FinancialNews #PortfolioStrategy #LiveFinance #PeterBoockvar #Recession #BearMarket ____________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Major tariff announcements are coming April 2nd and markets are holding their breath. Is this the beginning of a renewed trade war? Or is it just a high-stakes negotiation tactic? In this special edition of Rise Up, Rise Growth Partners' Joe Duran and Terri Kallsen are joined by investment veterans Peter Boockvar of Bleakley Financial Group and Benjamin Wallace of Grimes & Co. to unpack what's really going on and how you should respond as an investor. - The two possible tariff paths and their vastly different market implications - Why uncertainty, not tariffs themselves, is the market's biggest enemy - The strange logic of Trump's communication style: showmanship as a good sign? - Why reversibility matters: could this all be walked back in weeks? - What smart investors should do now: rethinking risk, value stocks, and diversification Chapters: 1:41 – The Tariff Countdown Begins: What's Really at Stake? 3:20 – Two Roads Diverge: Which Tariff Path Will Trump Take? 5:09 – Tax or Tactic? Decoding the Real Agenda 8:23 – Will It Stick? Reading the Tea Leaves on Tariff Permanence 11:44 – Trump Takes the Stage: Showbiz or Serious Policy? 13:26 - Investor Pulse: Navigating Client Concerns 15:27 - Strategic Calm: Charting Your Next Move What would you like to see on Wealthion? We want to hear from you! Please take our poll here: https://www.youtube.com/post/UgkxtJvEEM4j_eRy7iT---EJ_mbkp1En1P0O Investment Concerns? Get a free portfolio review with Wealthion's endorsed financial advisors at https://bit.ly/3FQIT1b Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Tariffs #StockMarket #Trump #MarketUpdate #TradeWar #EconomicOutlook #InvestorTips #GlobalMarkets #April2 ________________________________________________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Why are advisors failing at organic growth?In this episode, Adam Holt & Derek Notman recorded live in person with industry titan Joe Duran while attending the Fearless Investing summit hosted by Nitrogen. The talk about organic growth, rollups (not the kind you eat, lol!), how selling has become a dirty word and that advisors are not spending enough time selling. Jump in to hear this interesting podcast and perspective and learn some tips you can apply today.Joe discusses:Organic growth versus consolidationHow we need to get back to sales and training the next generation of advisors how to do itThe low percentage of time advisors are focused on salesPE's role in growthAnd moreResources: Follow RethinkFA on LinkedInConnect With Joe Duran:Follow Joe Duran on LinkedInLearn more about Rise Growth PartnersConnect With Adam Holt:Asset-Map LinkedIn: Adam HoltLinkedIn: Asset-MapFacebook: Asset-MapTwitter: Asset_MapYouTube: Asset-Map Connect With Derek Notman:LinkedIn: Derek NotmanCheck out Couplr.AIAbout Our Guest:Joe Duran is a New York Times and USA Today best-selling author and a prominent figure in the financial industry. He is the founding partner of United Capital, recognized as one of the nation's fastest-growing wealth counseling firms. Before establishing United Capital, Duran served as president of GE Private Asset Management. He holds the Chartered Financial Analyst (CFA) designation and earned MBA degrees from both Columbia University and the University of California, Berkeley. Duran frequently provides financial commentary on television networks such as CNBC and CNN, and has been profiled in publications including The New York Times and SmartMoney. He resides in Laguna Beach, California, with his wife, Jennifer, and their three daughters.In addition to his role at United Capital, Duran built and led Centurion Capital as its president, demonstrating his entrepreneurial acumen in the financial sector.Duran's journey began in Zimbabwe, where he faced significant challenges during his upbringing. At 18, he left for London with just $200, marking the start of his remarkable career. Throughout his professional life, Duran has emphasized the importance of optimism, integrity, and service. He advocates for viewing the world as a kind place, giving more than one takes, and maintaining a clear vision of one's values and goals. Hosted on Acast. See acast.com/privacy for more information.

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ Market Volatility Spikes: The tariff-driven turmoil is reshaping market dynamics. How should investors navigate rising uncertainty? 2️⃣ End of the AI Tech Trade?: Could we be witnessing a fundamental shift away from the dominant "Magnificent Seven" stocks toward more value-driven investments? 3️⃣ Crypto's Risk Reality Check: Bitcoin's recent slide highlights key risks investors must know. Is crypto still worth the gamble? Plus much more!

Welcome to the latest episode of Rise UP! - your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by Joe Duran, Managing Partner & CIO of Rise Growth Partners, alongside special guests Peter Boockvar (CIO, Bleakley Financial Group) and Scott Schwartz (Co-Founder & Principal, Bleakley Financial Group).

Rise UP!—your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners Terri Kallsen, CFP®, and Joe Duran, CFA, along with special guests Peter Boockvar and Scott Schwartz. This week on Rise Up! the team discusses the biggest financial stories of the week, including the latest CPI data, the potential impact of new tariffs, and the future of DEI initiatives. We also dive deep into crucial tax planning strategies for 2025, covering contribution limits, estate planning, and upcoming changes you need to know. Plus, we look ahead at the three big stories to watch in the coming week. Meet the Hosts: - Terri Kallsen, CFP®, former head of Schwab Investor Services, Chair of the CFP Board, and Managing Partner at Rise Growth Partners. - Joe Duran, CFA, serial entrepreneur, Goldman Sachs alum, and founder of Rise Growth Partners, one of the largest RIAs in the U.S. Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Markets #Economy #StockMarket #FinancialPlanning #MarketRecap #InvestmentTips #PersonalFinance #EconomicInsights #MoneyManagement #FedPolicy #MarketTrends ____________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, alongside special guests Peter Boockvar (CIO of Bleakley Financial Group) and Andy Schwartz (Co-Founder & Principal of Bleakley Financial Group). Join us as we dive into: 1️⃣ Markets Reflecting Political Unpredictabillity: Tariffs, Interest Rates, Strong U.S. Dollar! 2️⃣ Gold at Record Highs Still Undervalued? Is Bitcoin Really Digital Gold? 3️⃣ Smart Investing Strategies & The 1930s Tariff Trade War Redux? And much more!

Welcome to the latest episode of Rise UP!—your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners' Terri Kallsen, CFP®, and Joe Duran, CFA, along with special guest Scott Schwartz, principal at Bleakley Financial Group. Join us as we dive into: 1️⃣ The impact of new U.S. policies under the president's administration, including inflation-fighting measures, tariffs, and tax cuts. 2️⃣ Navigating market volatility amidst high valuations and speculation. 3️⃣ Key changes to inherited IRA rules and how to plan for them.

Welcome to your weekly dose of Rise UP!, where we break down the week's top market and economic events to help you stay ahead of the curve. In this episode, your hosts, Terri Kallsen, CFP®, and Joe Duran, CFA, along with special guest David Mandelbaum, Portfolio Manager at Bleakley Financial Group, will tackle the hottest financial topics. Here's what's on the agenda: Market Surges Amidst Economic Uncertainty: We analyze the S&P 500's surprising rally despite mixed economic signals, including rising inflation rates and strong earnings reports. Healthcare Sector's Unforeseen Dip: We examine the healthcare industry's unexpected underperformance and discuss if this presents a unique opportunity for savvy investors. Capital One's Consumer Controversy: We delve into the lawsuit against Capital One, exploring its implications for both consumers and investors. Plus, we'll address your burning questions on: Financial preparedness in the face of natural disasters Insurance dilemmas Economic forecasts for Canada and Japan Policy changes under the new administration Meet the Hosts: Terri Kallsen, CFP®, former head of Schwab Investor Services, Chair of the CFP Board, and Managing Partner at Rise Growth Partners. Joe Duran, CFA, serial entrepreneur, Goldman Sachs alum, and founder of Rise Growth Partners, one of the largest RIAs in the U.S. Don't miss out on this insightful episode filled with actionable advice and expert insights. Chapters: 00:00:00 - Introduction 00:02:17 - Market Performance and Economic Indicators 00:07:45 - Healthcare Industry Analysis 00:15:45 - Capital One Lawsuit 00:21:09 - Financial Preparedness for Disasters 00:29:29 - Insurance Concerns 00:30:32 - Economic Outlook: Canada and Japan 00:33:12 - Policy Implications and Portfolio Strategy 00:35:45 - Conclusion Connect with us online: Website: https://www.wealthion.com X: https://www.x.com/wealthion Instagram: https://www.instagram.com/wealthionofficial/ LinkedIn: https://www.linkedin.com/company/wealthion/ #Wealthion #Wealth #Finance #Investing #Markets #Economy #StockMarket #FinancialPlanning #MarketRecap #InvestmentTips #PersonalFinance #EconomicInsights #MoneyManagement #FedPolicy #MarketTrends ____________________________________ IMPORTANT NOTE: The information, opinions, and insights expressed by our guests do not necessarily reflect the views of Wealthion. They are intended to provide a diverse perspective on the economy, investing, and other relevant topics to enrich your understanding of these complex fields. While we value and appreciate the insights shared by our esteemed guests, they are to be viewed as personal opinions and not as official investment advice or recommendations from Wealthion. These opinions should not replace your own due diligence or the advice of a professional financial advisor. We strongly encourage all of our audience members to seek out the guidance of a financial advisor who can provide advice based on your individual circumstances and financial goals. Wealthion has a distinguished network of advisors who are available to guide you on your financial journey. However, should you choose to seek guidance elsewhere, we respect and support your decision to do so. The world of finance and investment is intricate and diverse. It's our mission at Wealthion to provide you with a variety of insights and perspectives to help you navigate it more effectively. We thank you for your understanding and your trust. Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to the premiere episode of Rise UP!—your go-to weekly market and economic recap, where the week's biggest financial stories meet expert analysis. Hosted by two of the industry's most accomplished voices, Rise Growth Partners Terri Kallsen, CFP®, and Joe Duran, CFA, along with special guest Peter Boockvar, CIO of Bleakley Financial Group. Join us as we dive into: 1️⃣ The devastating financial and personal toll of the Los Angeles wildfires. 2️⃣ The Federal Reserve's 2025 rate strategy—what it means for your investments. 3️⃣ The cocoa crisis: How Hershey is navigating record-high prices.

Tune in to hear:What insight did Joe have that prompted him to start applying Behavioral Finance in practical ways while much of the industry was focused elsewhere?Why are so many firms relying on the old-fashioned educational approach when building client-centric tools and technology seems to be the way forward?What is an example of a compelling promise a wealth management firm could make to their clients?Is it time for those who entered the business because they love picking stocks and crunching numbers to roll off, re-educate or learn new skills? Also, what can we do to attract the next generation of talent?When Joe looks at the RIAs he'd want to invest in vs. those he would pass on, what are the defining differences between them?How can Joe separate the wheat from the chaff during their vetting process?LinksJoe Duran on LinkedInRise Growth PartnersJoe Duran on TwitterConnect with UsMeet Dr. Daniel CrosbyCheck Out All of Orion's PodcastsPower Your Growth with OrionCompliance Code: 3066-OAS-11/27/2024

An early architect of Joe Duran's United Capital, and a former Goldman Sachs PFM exec, Mike Capelle and his partners secured $200 million to build a national RIA with a vision of bringing all a client's planning needs—tax, insurance, estate planning—under one roof. In this episode of the RIA Edge Podcast, David Armstrong, editorial director … Read More Read More

How can you align your values with wealth management, lead authentically in business and navigate life's challenges with resilience? Joe Duran, a known figure in the field of wealth management, is highly regarded for his approach that goes beyond traditional financial strategies. As the founder and former CEO of United Capital, he consistently emphasizes the significance of aligning one's values with wealth management, recognizing that true prosperity extends beyond measures. His philosophy surpasses wealth management by integrating values, authenticity and resilience into an approach. Through this approach, Joe not only revolutionizes people's perception of wealth, but also empowers them to lead more fulfilling lives rooted in their genuine aspirations and values. In this episode of The Greatness Machine, Joe joins Darius to share his journey from Zimbabwe to becoming an entrepreneur. He highlights the importance of kindness and belief in the universe, discusses his experience building and selling United Capital, leaving Goldman Sachs for impact as well as providing insights on wealth management and personal growth. Additionally, Joe delves into topics such as aligning choices with values, bridging the gap between personal and professional identities, and the significance of leadership. Topics include: The power of choosing to believe in a kind universe Joe emphasizes creating conditions where individuals can shine Joe talks about the lessons he learned from being on the rugby field Money as fuel, not the end goal Joe looks back selling United Capital to Gold Sachs in 2019 Embracing challenges and setbacks as opportunities for growth and learning Closing the gap between ideal and real self Breaking down the separation between personal and professional identities Joe introduces the concept of working at the top of your license And other topics… Connect with Joe: LinkedIn: https://www.linkedin.com/in/joe-duran-711167 Twitter: https://twitter.com/duranmoney/ Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/whoompdarius/ YouTube: https://therealdarius.com/youtube Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Learn more about your ad choices. Visit megaphone.fm/adchoices

Earlier this week, Matt and his team flew to Huntington Beach, California to attend Future Proof 2023. Thousands of investment professionals are in attendance. They have spent three days there so far. And they've sat down with more than 10 speakers to get their views on everything from the Federal Reserve to stocks in general to the art of entrepreneurship. And on this episode of Making Money With Matt McCall, Matt kicks off his "Future Proof" series by interviewing one of the biggest names in the financial industry – Joe Duran. Joe made headlines in 2019 when he sold United Capital to Goldman Sachs for $750 million in cash. And now, he's working on a new venture. Joe shares the details on the podcast as well as his thoughts on one of the hottest topics in the market right now – artificial intelligence. Don't miss your chance to hear the insights of one of the most well-respected people in finance. ➡️ Watch Here

In this latest pile of TRAP, the Trap Pack discussTopical issues, including FCA fees coming down (yay), Scottish Widows loses 180 funds (eek), DB scheme admins asking for money back (double eek), Zoom asking employees to return to the office (!), TRAP hitting 65k downloads, employing pros and leaving them to it, Buffett's birthdayMeat and Potatoes: Succinct Seminar SuccessQuestions posted by our beloved TRAPists @jeu1985 @Financial118Culture CornerLinks referred to in the show:NL: Scottish Widows to cut 180 (!) Life and Pension funds: https://citywire.com/new-model-adviser/news/scottish-widows-cuts-180-pension-funds/a2422951?re=111659&ea=1700645&utm_source=BulkEmail_NMA_Weekly&utm_medium=BulkEmail_NMA_Weekly&utm_campaign=BulkEmail_NMA_WeeklyNL: Capita and others asking ex-scheme members for some of their transfer values back! https://citywire.com/new-model-adviser/news/revealed-capita-demands-1m-db-transfer-money-back-from-members/a2423312?re=111846&refea=1700645CW: Sports Stars start VC Fund England captain Stokes seeks edge with launch of venture fund | Business News | Sky NewsNL: Kitces EP347 on selling to United Capital and then being sold on to Goldman Sachs: https://pca.st/8ctia7xr and EP300 from September 2022 where Joe Duran talks about selling to Goldman: https://pca.st/usp9yjfj which we in turn discussed in EP3 of TRAP: https://pca.st/fmln11ozNL: Debbie Condon's Intuitive Support Provider LOA Guide: https://www.intuitivesupportservices.com/quick-linksNL: Phil Bray's written two useful Webinar long forms: https://yardstick-agency.co.uk/4311-1KU3Y-2453515AC6C084426ERRKC81113A4A96C728FD/cr.aspx) https://theyardstickagency.co.uk/blog/10-costly-webinar-mistakes-you-need-to-avoidCW: 10x is Easier than 2x https://www.amazon.co.uk/10x-Easier-Than-World-Class-Entrepreneurs/dp/140196995X=========================== ===Take part in the conversation! We want YOU to suggest topics and questions you'd like the Trap Pack to answer. The best way to do this is to ask them here. Help us to help you! The more followers we have, the more we can do stuff going forward. So please: Subscribe and Like our YouTube Channel Leave a 6/5 star review on iTunes Share TRAP with your peers and colleagues 'Enjoy' the Twitter chat at @AdviserPodcast.

A lot of people in the industry know Stephanie Bogan; she's a sought-after business and practice management coach and speaker. Before starting Limitless Advisor, her current coaching firm, she founded a consulting firm at the age of 24 and sold it in a 7-figure deal to a Fortune 200 company. She then joined Joe Duran's … Continue reading The Healthy Advisor: Overcoming Insecurities and Self-Doubt With Stephanie Bogan →

Joe Duran, the founder and CEO of Goldman Sachs Personal Financial Management, on his early life and how he reframed his thinking around happiness, success, and financial well-being. He talks about navigating setbacks, what to make of this current financial climate, and how to identify your money mind—a framework he and his team developed to help people articulate what matters to them. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

“The answers are not going to come from investing,” says the head of Goldman Sachs Personal Financial Management. “They're going to come from financial planning.”

Podcast: Financial Advisor Success (LS 54 · TOP 0.5% what is this?)Episode: Ep 300: The Evolution Of The Advice Business At Scale And The True Power Of Brand With Joe DuranPub date: 2022-09-27Joe Duran is a Partner and Head of Goldman Sachs Personal Financial Management, a national wealth management firm within Goldman Sachs that oversees more than $100 billion in assets under advisement for tens of thousands of client households. In this episode, Joe shares how he witnessed firsthand how the financial services industry is evolving as more banks and brokerage firms are implementing advisory services, how the shift of national firms into the advisory business is leading them to reach the next generation of clients, and why he feels that independent advisors are underestimating the power of a brand.  Listen in as Joe shares why he made the big decision for United Capital to be acquired by Goldman Sachs, as well as why he feels that financial advisors are doing a disservice to themselves if they are not utilizing Fintech to develop more efficient processes. You will learn what he believes is the real threat to advisory firms, the importance of finding a way to differentiate yourself through more specialized service offerings, and why he thinks we do not need to fear robo-advisors.  For show notes and more visit: https://www.kitces.com/300 The podcast and artwork embedded on this page are from Michael Kitces, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Podcast: Financial Advisor Success (LS 56 · TOP 0.5% what is this?)Episode: Ep 300: The Evolution Of The Advice Business At Scale And The True Power Of Brand With Joe DuranPub date: 2022-09-27Joe Duran is a Partner and Head of Goldman Sachs Personal Financial Management, a national wealth management firm within Goldman Sachs that oversees more than $100 billion in assets under advisement for tens of thousands of client households. In this episode, Joe shares how he witnessed firsthand how the financial services industry is evolving as more banks and brokerage firms are implementing advisory services, how the shift of national firms into the advisory business is leading them to reach the next generation of clients, and why he feels that independent advisors are underestimating the power of a brand.  Listen in as Joe shares why he made the big decision for United Capital to be acquired by Goldman Sachs, as well as why he feels that financial advisors are doing a disservice to themselves if they are not utilizing Fintech to develop more efficient processes. You will learn what he believes is the real threat to advisory firms, the importance of finding a way to differentiate yourself through more specialized service offerings, and why he thinks we do not need to fear robo-advisors.  For show notes and more visit: https://www.kitces.com/300 The podcast and artwork embedded on this page are from Michael Kitces, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Joe Duran is a Partner and Head of Goldman Sachs Personal Financial Management, a national wealth management firm within Goldman Sachs that oversees more than $100 billion in assets under advisement for tens of thousands of client households. In this episode, Joe shares how he witnessed firsthand how the financial services industry is evolving as more banks and brokerage firms are implementing advisory services, how the shift of national firms into the advisory business is leading them to reach the next generation of clients, and why he feels that independent advisors are underestimating the power of a brand.  Listen in as Joe shares why he made the big decision for United Capital to be acquired by Goldman Sachs, as well as why he feels that financial advisors are doing a disservice to themselves if they are not utilizing Fintech to develop more efficient processes. You will learn what he believes is the real threat to advisory firms, the importance of finding a way to differentiate yourself through more specialized service offerings, and why he thinks we do not need to fear robo-advisors.  For show notes and more visit: https://www.kitces.com/300 

When the pandemic hit in March 2020, the financial advice industry essentially became virtual overnight. Advisors and the companies that support them embraced technology like never before and now, roughly 18 months later, the business of advice has experienced it's most significant period of change ever.  Where does the advice industry go from here? In … Continue reading 1. The Evolution of Advice: Joe Duran on the Accelerating Pace of Change in Wealth Management →

Joe Duran grew up poor, in a one-room house in Rhodesia (now Zimbabwe) during violent and tumultuous times. Today, Joe is Head of Goldman Sachs Personal Financial Management, which serves clients across 100 locations throughout the United States. A proven entrepreneur, investor, best-selling author, and sought-after industry speaker, Joe previously built Centurion Capital, which he sold to General Electric Financial (GE) in 2001 and United Capital, which Goldman acquired in 2019.   Having  came to the United States with $200 in his pocket, Joe is the ultimate American success story. Through his entrepreneurship, he has not only achieved personal affluence but has created "hundreds of millionaires” and countless jobs for others along the way. He is also a unique business leader who starts with purpose and works outward, guided by philosophy and the belief that truly knowing his client will help them set better goals unique to their history and values.    In this conversation, we discuss philosophy, wealth, immigration, entrepreneurship, wealth management, parenthood, and the intersection of all of the above.    ===  SUPPORT THE SHOW: ✍️ RATE / REVIEW Crazy Money: >> http://ratethispodcast.com/crazyMoney    CONNECT WITH PAUL:

This week, AdvisorHub’s CEO, Tony Sirianni talks with Joe Duran, Head of Personal Financial Management at Goldman Sachs. The two… Read More The post A Conversation with Joe Duran, Head of Personal Financial Management at Goldman Sachs appeared first on AdvisorHub.

Joe Duran, head of Personal Financial Management, a Goldman Sachs company, discusses the rise in retail investing and what it means for individual investors’ portfolio strategies. 

Goldman Sachs financial planning executives Joe Duran and Larry Restieri discuss whether sustaining an advisory practice by growing independently is realistic.

Paul Sullivan joins to discuss his book: The Thin Green Line. Paul is a columnist for the New York Times and for Golf Magazine. He shares his experiences drinking wine at Richard Thaler's home, having coffee with Joe Duran, and working with Dr. Brad Klontz to uncover "money scripts." Paul literally wrote a book on how to live a wealthy life. Check out the Thin Green Line. It's one of Dr. Dan's favorite finance books. - https://www.amazon.com/Thin-Green-Line-Secrets-Wealthy/dp/1451687257 In the interview, Paul defines WEALTH as having choices. Connect with Paul at https://pauljsullivan.com and on LinkedIn. Connect with Dr. Dan at www.drpallesen.com and on Facebook, LinkedIn, and Instagram.

Mindy Diamond is the President and CEO of Diamond Consultants in Morristown, NJ. Recently, Mindy invited me to be a guest on her podcast, Mindy Diamond on Independence, and I appreciate her allowing me to share our conversation with you here. Some of the topics Mindy and I discussed include: Why discipline and focus are two essential traits of a financial advisor, especially an RIA CEO who wants to grow a lasting business. Some of the most common problem areas that the advisors I coach are working through right now. How the best advisors crash through perceived barriers by adjusting their mindsets and matching their dream to their desire. The 5 key areas I believe advisors need to focus on to accelerate their growth. Wisdom from top advisors like Ric Edelman, Joe Duran, Jon Jones, Elliot Weissbluth, and Peter Mallouk that you can adapt to your own business. The ways that the pandemic will continue to affect marketing and messaging as we head into 2021. Thanks again to Mindy for having me on and for letting me republish this episode.

In the new normal of low returns for fixed income securities, investors preparing for retirement are caught between risk and low returns. Joe Duran of Goldman Sachs Personal Financial Management helps us plot the course for the near term. Big Tech is back in the crosshairs as Google faces an antitrust lawsuit, which is likely to be the first of many facing the mega-cap technology giants. Rana Foroohar of The Financial Times has a forecast for their future. And,why Volatility and Implied Volatility are this Fall's fashions. All that and more on this week's Investopedia Express with Caleb Silver. See acast.com/privacy for privacy and opt-out information.

In the new normal of low returns for fixed income securities, investors preparing for retirement are caught between risk and low returns. Joe Duran of Goldman Sachs Personal Financial Management helps us plot the course for the near term. Big Tech is back in the crosshairs as Google faces an antitrust lawsuit, which is likely to be the first of many facing the mega-cap technology giants. Rana Foroohar of The Financial Times has a forecast for their future. And,why Volatility and Implied Volatility are this Fall's fashions. All that and more on this week's Investopedia Express with Caleb Silver.

When he was 20 years old, Joe Duran came to the United States with $200 to his name. He graduated from college, took a minimum wage job at a financial services firm, grew its value from $30 million to several billion, and sold his first business at the age of 34. He then found himself feeling profoundly lost. In the years that followed, he interviewed entrepreneurs who had sold their businesses and discovered that many people lose their sense of purpose and identity after exiting their business. He's now a Managing Director at Goldman Sachs Personal Financial Management, and in both his practice and his forthcoming book, The Thin Line, he explores why the difference between misery and happiness - or success and failure - is whether life happens to you or for you. Today, Joe joins the podcast to share stories from his own life, as well as his experience in financial services, about why it's so important to live life in alignment with your priorities. If you're trying to shape a financial plan - and a retirement - that gives you satisfaction, as opposed to merely helping you survive, this episode is a must-listen. In this podcast interview, you'll learn: How Joe's eye-opening education and youth in the country now known as Zimbabwe ultimately led him into the world of American finance. Why you don't need to know everything in order to succeed in business or in life - and why investing in experts saves you time, money, and energy. Why so many financial plans fail to reflect reality or a family's shared values and how to fix this. How Joe's work helps provide the kind of treatment typically given to ultra-high net worth individuals to everyone. Why Joe sold his current company, United Capital, to Goldman Sachs - and how he now helps people make great financial decisions without sacrificing his personal life, his marriage, or his relationships with his children.  Get Today's Show Notes To get a full recap of today's conversation, including the biggest takeaways, transcripts, and links to all the resources mentioned, visit GuidedRetirementShow.com/27 Learn More about Retirement Planning Find out more about retirement planning and Barber Financial Group, by visiting BarberFinancialGroup.com

Building one advisory firm with billions in AUM is hard enough. Joe Duran has done it twice, most recently selling United Capital to Goldman Sachs and becoming Head of Goldman Sachs Personal Financial Management.  We had an insightful conversation about how he did it and what he sees for the future of financial advisors and for the advice they deliver.

Joe Duran, the founder/CEO of United Capital, now a Goldman Sachs company, gets candid about the firm’s sale, his perspective on independence, clients, technology and M&A, plus the “logical evolution” for advisors and their businesses, and much more.

The growth of United Capital is a fascinating case study in how being early on a trend, M&A, technology, financial life planning, and a charismatic leader all came together to create one of the industry’s biggest and most innovative RIA firms. Today, we’ll take a deep dive on this story through one of firm’s longest tenured employees, Matt Brinker. Starting at $0 in 2005, Joe Duran founded United Capital, and one of his early hires was Matt Brinker. Matt joined the firm when it had about $300 million in AUM and rode it all the way to $24 billion in AUM. He left after 13 years when the company was sold to Goldman Sachs in mid-2019. Most recently, Matt was the chief business development officer and head of acquisitions for the firm.

Josh here - it was my honor and pleasure to interview Joe Duran, founder of United Capital, on stage earlier this week at the inaugural Wealth/Stack Conference in Scottsdale, Arizona.Joe made headlines earlier this year when he sold the firm to Goldman Sachs - a deal that was the largest Goldman has done in 20 years.Joe and I spoke about the need to advise clients on different aspects of their lives, beyond just what's happening in their portfolios. We also talked about what motivated him to make a deal and what types of capabilities he'll have now as a part of one of the largest financial services giants in the world.Joe also relayed plenty of advice for young advisors who are just beginning their careers , and what he would love to go back and tell his younger self about having patience.Joe arrived in America with just $200 in his pocket from Zimbabwe, earned an MBA and then sold two companies to Fortune 500 acquirers. His story is hugely inspirational, you can read more about him here:https://www.unitedcp.com/meet-joe-duran/joe-s-story1-click play or subscribe on your favorite podcast app Subscribe to the mini podcast on iTunes or Spotify Enable our Alexa skill here - "Alexa, play the Compound show!" Talk to us about your portfolio or financial plan here: http://ritholtzwealth.com/ Obviously nothing on this channel should be considered as personalized financial advice just for you or a solicitation to buy or sell any securities. Please see this 3,000 word terms & conditions disclaimer:https://thereformedbroker.com/terms-and-conditions/ See acast.com/privacy for privacy and opt-out information.

Welcome to United Capital Unfiltered with Duran and Kitces. We'll explore innovative ideas in financial services that enable advisors to grow their practices and help clients address the challenges impacting their financial lives. On this episode, Joe Duran, Founder and CEO of United Capital, and Michael Kitces, financial planner and industry thought-leader, answer the question: "Are you the bottleneck in your business?" They'll discuss the difficulties many advisors face as leaders while their firms evolve from startups to successful enterprises.

One of the most beloved videos released this year on Real Vision was our interview with Joe Duran, the founder and CEO of United Capital. Now we are allowing podcast listeners a chance to hear the full audio version of the piece. The man who conducted the October interview, Brian Price, introduces it alongside fellow Real Vision editor Jake Merl. Learn more about your ad choices. Visit megaphone.fm/adchoices

Joe Duran is the founder and CEO of United Capital, a national independent RIA that oversees nearly $25 billion of assets under management and consistently ranks as one of the nation's fastest-growing wealth counseling firms. However, Joe doesn’t view his firm as being in the wealth management business; he sees it as being in the financial life management—or FinLife—business, because, as he puts it, the primary focus of the company is to help clients live richly, not die richly. In this episode, Joe opens up about the unique approach that has seen United Capital grow to more than $200 million of revenue in under 15 years, as well as what holds many advisors back from experiencing similar growth. Listen in to hear what he says is the secret to scaling an advisory business, the major shifts he predicts for the financial planning world, and his advice for new advisors coming into the industry today. For show notes and more visit: https://www.kitces.com/100

Jealous much? United Capital founder and CEO Joe Duran explains how trying to 'keep up with the Joneses' and developing envy based on others' social media posts, or the fear of missing out (FOMO), can pose a significant threat to one's financial well-being. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Joe Duran arrived in the US from Zimbabwe with just $200 to his name and now sits at the helm of a registered investment advisor (RIA) firm with $21 billion in funds under advice. In this special edition of The ifa Show, the California-based United Capital CEO sits down with Aleks Vickovich at AMP's Sydney headquarters to offer his secrets to growth for independent advice providers. www.ifa.com.au

We talk about Cobblers and the Canvasback Duck. Special guest Joe Duran from The Master Cobbler

We talk about Cobblers and the Canvasback Duck. Special guest Joe Duran from The Master Cobbler

How do you influence people to take action? How do you get people to follow you, rally behind you, and take your advice? Robert Cialdini wrote the seminal book on influence and I encourage you to read it (or checkout the highlights here). But in today's show, I want to share a few more tips that come from an article written by United Capital founder Joe Duran (see my earlier interview with him here), a conversation I had with one of my coaching clients, a podcast I did with professional speaker Michael Port, and from a book by Robert McKee called, "Story." We all want to be more influential so we can help people take positive action to improve their situation. The good news is there are specific ways to do that and I share them with you in today's show. If you have any questions or comments, please email me. I'd love to hear what you like and what you'd like to see improved about the podcast. Thanks!

Despite a dreadful childhood growing up in the Republic of Rhodesia, super entrepreneur Joe Duran has built not just one but two multi-billion dollar investment advisory firms. And along the way he had time to write three books including one that became a New York Times bestseller. Here’s an example of the type of advice you’ll hear from Joe, “The more important you are to the business, the less valuable the business is.” In this insightful conversation, Joe shares the principles he used to build his businesses, how he spots trends that he rides to millions in riches, and the story behind the Albert Einstein quote that has driven everything he has done in his life.  

The Moneywise Guys Radio Show Thursday, July 10th Moneywise Hosts: David Anderson, Sherod Waite & Kris Pelster Guests: Joe Duran, CEO and founding partner of United Capital, Financial Expert & Author of "The Money Code"' John Cox, Breaking News Editor for The Bakersfield Californian

On a day when Britain dropped a World Cup match to Uruguay, Jeremy Anticouni explained how to get a free iPhone, Joe Duran, author of “The Money Code” explained how to over come personal bias to prosper, and Mark Frobose offered tips on learning foreign languages quickly. Plus Jennifer Bjorklund has questions about Bergdahl and wondered how a woman can get locked out of enlisting in the military because of a tattoo. Jay Campadonia offered a parenting tip on yet another thing you should NEVER do, and revealed a health expert’s recommendation for a sanitary experience in a public restroom. And Chris Martin issued the reasons why Chelsea Handler keeps getting big money TV contracts and alerted us to the STIHL® TIMBERSPORTS® 2014 Championships.