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Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change
Jason Fertitta – CEO & Partner, Americana Partners Jason Fertitta shares how Americana Partners grew from a $2.6B breakaway team to a $13B+ enterprise by focusing on ownership, enterprise value, strategic acquisitions, and long-term growth. In Summary Many advisors view independence as the ultimate objective: a chance to gain control, improve economics, and build a business on their own terms. For Jason Fertitta, independence was only the beginning. Louis Diamond speaks with the CEO and Founding Partner of Americana Partners about the firm's evolution from a $2.6 billion breakaway team in 2019 to a national enterprise managing more than $13 billion today. The conversation explores the decisions that fueled that growth, the mindset required to build long-term enterprise value, and why Jason believes advisors should evaluate success through the lens of net worth rather than annual income. Along the way, they discuss recruiting, acquisitions, private equity, professional management, and the tradeoffs that come with building something intended to outlast its founders. The Storyline The independent channel has matured. A decade ago, many advisors pursued independence primarily for greater autonomy, higher payouts, and control over the client experience. Today, a growing number are approaching the decision differently—viewing independence as a platform for building enterprise value, attracting capital, completing acquisitions, and creating businesses that can scale beyond the founders themselves. Jason Fertitta's journey reflects that evolution. When he and his partners left Morgan Stanley in 2019, Americana launched with approximately $2.6B in client assets and a vision to build a nationally recognized wealth management firm. Seven years later, the firm oversees more than $13B, employs roughly 100 people, operates across multiple markets, has completed several acquisitions, and brought on Lovell Minnick Partners as its first institutional investor. Throughout the conversation, Jason offers a transparent look at the realities of enterprise building. That includes reinvesting profits rather than maximizing income, hiring professional management long before it feels necessary, embracing acquisitions as a growth strategy, and making decisions based on long-term value creation rather than short-term economics. For advisors considering what comes after independence, the episode provides a practical framework for thinking about ownership, scale, capital, and the future value of their business. About the Build, Grow & Transact Series for Advisors Build, Grow & Transact explores what happens after independence. The series features advisors and firm leaders who viewed independence not as a destination, but as the foundation for building something larger. Some launched firms from scratch. Others scaled through recruiting, acquisitions, or strategic partnerships. Many eventually faced decisions around capital, ownership, succession, or liquidity. While every story is different, they share a common thread: a willingness to think beyond the transition itself and focus on creating long-term enterprise value. Through candid conversations with founders, builders, and industry leaders, the series examines the decisions, tradeoffs, and lessons that come with growing an advisory business into an enduring enterprise. For advisors contemplating independence, actively building a firm, or considering what comes next, Build, Grow & Transact offers a look at the paths others have taken—and what they've learned along the way. > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Americana grow from $2.6 billion to more than $13 billion? (06:16)Jason explains how a combination of organic growth, advisor recruiting, acquisitions, and long-term strategic planning helped accelerate the firm's expansion. Why do clients often do more business with independent advisors? (12:17)Jason shares his perspective on why clients frequently deepen relationships after an advisor leaves a wirehouse environment. What role have alternatives played in Americana's growth strategy? (14:40)The discussion explores how differentiated investment access can help advisors stand apart in an increasingly commoditized marketplace. When is it time to build a professional management team? (18:36)Jason explains why Americana invested heavily in leadership, operations, and infrastructure from the very beginning. Why did Americana bring in private equity capital? (25:16)A candid discussion about growth capital, M&A opportunities, and the decision to partner with Lovell Minnick Partners. How do you evaluate enterprise value versus annual income? (20:16)Jason offers one of the episode's most important lessons: building wealth through ownership can look very different than maximizing current compensation. What makes a successful acquisition target? (39:51)Jason outlines how Americana evaluates M&A opportunities and how acquisitions fit into the broader client experience. Is it better to build your own firm or join an existing platform? (45:40)The conversation closes with Jason's perspective on the trade-offs between launching independently and joining a scaled independent enterprise. Topics Covered Enterprise value creation Independence and ownership Organic growth strategies Advisor recruiting RIA acquisitions Private equity partnerships Professional management teams Alternative investments Family office services Building a national wealth management firm Key Takeaways Independence can be a starting point for building an enterprise rather than the final objective. Long-term wealth creation often stems from ownership and equity appreciation, not from maximizing annual income. Reinvesting profits into leadership, infrastructure, and talent can accelerate enterprise value. Organic growth and acquisitions can complement one another when supported by a clear strategy. Outside capital can be a growth catalyst when aligned with management's long-term vision. The most scalable firms are often built around client needs rather than predefined acquisition targets. Advisors have more options than ever before, ranging from building independently to joining established platforms. https://youtu.be/_12jZJFsi4U Quotable Moments “Even to this day, I don't make anywhere near the amount of income that I made when I was on Wall Street. But my net worth is up tenfold.” “If you want to create value for yourself and your partners and grow your balance sheet, you can do it in a much more tax-efficient way in the independent world.” “I've never thought about how much of the company I own. I've thought about what my slice is worth.” “We want to build something our children would be proud to say we helped create.” FAQs Why are more advisors viewing independence as a business-building opportunity? The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. How can advisors increase the enterprise value of their firms? Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. What role does private equity play in wealth management firms? Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. How do RIAs use acquisitions to grow? Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. Why are professional management teams becoming more common among RIAs? As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Is launching an independent firm always the best path? Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. Related Resources From Ex-Morgan Stanley Advisor to One of the Biggest Breakaway Stories of 2019 with Jason Fertitta (Podcast Episode) Intentional Growth: How Top Advisors Build Businesses That Last (Article) M&A Readiness Assessment (Tool) Guest Bio Jason Fertitta Jason is currently Chief Executive Officer / Founding Partner of Americana Partners. Jason was a Managing Director in Morgan Stanley's Private Wealth Division for eleven years. He joined Morgan Stanley in 2008 after six years with Lehman Brothers High Net Worth Division. Prior to joining Lehman Brothers, Jason worked six years for Texas Direct. Jason serves on the Board of The Good Samaritan Foundation and Endowment and the Houston Museum of Natural Science. Jason attended St. Edwards University in Austin. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and founding partner of Americana Partners. When Jason and his partners left Morgan Stanley in 2019, they started Americana with approximately 2.6 billion in client assets, and a vision that extended well beyond becoming a successful independent firm. Today, Americana oversees more than 12 billion, has expanded nationally, completed multiple acquisitions, built out a professional management team, and brought on institutional capital to support its next phase of growth. What makes Jason’s perspective valuable that he’s now experienced independence through several different lenses as a breakaway advisor, as a founder, as a builder of enterprise value, and now as the leader of a firm, actively pursuing acquisitions and recruiting talent from across the industry. We talk about the decisions that fueled Americana’s growth, why Jason has always viewed the business through a long-term lens, what changed when private equity entered the picture, and why maximizing enterprise value often requires a very different mindset than maximizing current income. For advisors who think independence is a destination, Jason’s story offers a look at what can happen when it’s treated as a starting point instead, so let’s get to it. Jason, thanks for coming back on our show today. Jason Fertitta: Pleasure to be here. Thanks for inviting me. Louis Diamond: You got it. Yeah, you’re our first guest in our new subseries, so you should feel honored. And I’m honored too, because the last time we had you on the show, Americana was about a year old, you’re navigating COVID, and all those challenges. But, for listeners who may not remember the episode, can you give us a quick version of the origin story of Americana, and what the firm looked like when you first launched it? Jason Fertitta: Yeah, I believe if I’m remembering correctly, I was in Colorado talking to you guys, and it was right after we launched, so that was a fun but stressful time. I think at the time that we launched, it was certainly the road less traveled. Most teams go from one wirehouse to another. We had an entrepreneurial itch. There was 11 of us that started the firm. We actually launched the firm from this exact building that we’re in here, but all of this was under construction. We were in temporary space one floor below on card tables, and pizza boxes, and all the things that you can envision when you think of a startup. But, yeah, we weighed all of our options in terms of going from one firm to another, staying where we were, and had a lot of talks with ourselves, and our spouses, and they were all very supportive. When you do something like this, you’re certainly scratching the entrepreneurial itch that I think is required for somebody that wants to try and build their own company. And I think we’re all satisfying that itch in different ways. We all had a lot of other outside business interests. I’m passionate about the restaurant industry, because it’s what I grew up in as a kid. And so, had opened some restaurants with some chefs that I really admire, and were doing things like that to scratch the itch, but there’s no other way to do it than doing that in your profession. And so, we decided to launch the firm. We also just felt like Texas being such a wealthy state, there really wasn’t a regionally dominant RIA from here. There’s a lot of big RIAs in the Northeast, and the Northwest, and the West Coast. And we just felt like Texas was ready to hopefully be able to support the concept of launching it from the state, and then expanding it out regionally and nationally from here. Those are all thoughts in our heads and dreams and we’ve worked really hard to get to where we are, but I think we’re in a great spot right now for another leg of growth. Louis Diamond: Amazing. I would say that plan has certainly worked out. When you were on our show last in 2019, the firm was at about 2.6 billion at time of launch. And now, I saw in news articles and your ADV, it’s north of 12 billion, but I’m sure it’s even larger now. Can you walk through just what’s the makeup of the firm today? How many partners and advisors? What’s the profile of the end client? What markets are you in, in and around Texas or around the country? Jason Fertitta: Yeah, so today we’re roughly a hundred employees, right at 13 billion in AUM. I would say we have six offices, Houston, Austin, Dallas, Midland, Beverly Hills, and Nashville. We have about 30 advisors, 30 financial advisors, and our average account size I would say is right around $20 million. That’s not a rule, it’s just the way it is. We have some wonderful accounts that are two or three million, and we have some great accounts that are well over a billion. And in terms of the makeup of the firm, since the time we’ve spoken, and we’ll get into this later, but we have run in private equity, we have about nine families that are owners of the firm with us. It’s really families, private equity, and employees. That’s the cap table currently. Louis Diamond: Very cool. As far as building the firm geographically, for the offices of Texas, that makes sense to your earlier comment about wanting to build a Texas dominant or a regionally dominant firm. But, how’d you land in Beverly Hills and Nashville? That’s a little bit different. Jason Fertitta: Yeah, it is. I think so much of where we’re going is secondary to who we’re partnering with. I think we would go anywhere in the country if we had the right partner in that city. We’re not necessarily saying we have to be in Atlanta. Let’s find the right partners in Atlanta. It’s more about, we found the right partners in Atlanta, so we’re going to Atlanta. And you meet these people everywhere. Everyone has their own Rolodex inside of our firm. Sometimes it’s an employee here that has a relationship with someone that wants to break away and be part of an independent firm. Sometimes it’s me. There’s a lot of golf DNA in our firm, so we’ve met a ton of people through the incredible game of golf. In fact, last weekend we just hosted our first Americana Cub Golf Tournament where we took over an entire club, and invited 40 strategic invitations to people that could be helpful to our firm. I would say it’s really just networking, trying to find like-minded advisors that were very big at putting the client at the center of every decision you make. A lot of times you’ll come across of an advisor that financially looks really good on paper, but they’re maybe not always doing what’s right by the client. We run from those situations. We’d rather have a financial advisor that perhaps statistically is inferior to that other one on paper from a P&L perspective, but we feel like it’s doing what’s right by the client in the decisions. And that’s usually the main factor for us in seeking out the right partners. Louis Diamond: I love that. And one of the premises of this new subseries of ours is about growing, and then, of course, recognizing that value through some sort of monetization. To me, the star of your show is your insanely impressive growth, which I would assume comes from both organic means, and also from inorganic, whether through M&A, or recruiting teams from your predecessor firms, or from other wirehouses. Can you talk a little bit about the breakdown of the two growth channels, and how you pursue both, organic and then inorganic growth? Jason Fertitta: Yeah. Well, I think organic growth, the preference for anyone that’s in our sea, because you don’t have to pay for organic growth. It’s just you have to expose your platform to potential clients, and it has to be differentiated enough for them to move assets from another firm to yours. And I would tell you, I think we do a really good job at that. We’ve built an incredible platform that has, and enables a financial advisor to have all the same arrows in the quiver that a big firm has. We’ve got an incredible alts department. We’ve got an incredible CIO that produces great research. We got incredible in-house portfolio managers, both in the core equity space, but then also the municipal bond space. We have an incredible external manager platform that has everything from cash management on steroids, to venture capital investing, to co-investing, to direct investments into companies. We have this really great platform. We also recognize that we want to grow through M&A as well, because there’s only so much time in the day you’re not willing to add more employees and more like-minded advisors to grow. We do both, to your point, we absolutely do both, and they’re both equally as important. On the M&A side, I would say it’s been responsible for half of our AUM growth over the last seven years, and the other half has been organic. And I think as we get bigger and bigger, that number’s going to not stay consistent. I would say that if we could grow our AUM organically by 10% per year, and then do five to seven acquisitions a year, combination of RIAs and Wall Street lift outs, I think those are good goals for us, and we’re off to a good start in trying to achieve those goals. Louis Diamond: I think if you pull off even half of that, I think your private equity sponsors, and investors, and employees would be very happy. Can we double click into the organic growth side? How do you view whether your growth rate changing organically since leaving Morgan to start the RIA? And if it has changed, what do you think are the things that are responsible for the faster growth, or slower growth if it’s slower than when you’re at Morgan? Jason Fertitta: One of the interesting secrets about being independent versus inside of a big bank is I think your clients will actually do more business with you if you’re independent. I didn’t realize that until we went independent. I had heard that before, but I was like, that may or may not be true. But, when we went independent, and every time we recruit a team from a big bank, the same thing happens. It’s like the clients are like, “What took you so long?” They’ve very much, for the most part … Now, that’s not every client, but most clients, I think prefer to be serviced by an advisor that’s conflict bringing the independent channel. There are other clients that might have a big investment banking relationship with a big bank, or something like that, like a business reason for not leaving. But, in terms of just being able to service the client from an independent channel where you’re a legal fiduciary, I think all the interest is aligned from client to service provider, and I just think it’s easier to raise money in this channel than it is at a bank. Louis Diamond: And you really think the types of clients you work with or just clients in general, the difference maker is really the conflict-free advice. Obviously, it sounds good, but I would argue that when you were at Morgan Stanley, your team was one of the top teams in the country, you had an amazing reputation, you’re probably giving similar quality advice then than you were today. How has that really manifested itself? Jason Fertitta: I always say I think you can have a great experience at a firm that is perhaps not the most prestigious, great firm in the country if you’re with the right team. And I think you can also have a horrible experience at a firm with a great reputation if you’re with the wrong team. It is my belief the most important thing from the customer’s perspective is who you’re working with. I appreciate your comments about our team, and we work very hard to deserve the reputation that you’re talking about. But, I also think that when you’re in the independent world, some of the things the banks do very well is they have great investment platforms, and a lot of due diligence in their products. I think when you’re an independent firm, you’re obviously, you don’t immediately have all of those same intangibles that a big bank has. I think it was very important for us to invest heavily into those departments inside of our firm to where we could be on some equal footing with Wall Street firms, and we have been. We have raised a lot of money for alternative managers. I think alternatives are a huge secret sauce that an independent advisor needs to have access to, because in a world where the public markets are getting more efficient and more commoditized, it’s very challenging to grow organically the way that we have without some secret sauce. And I think the secret sauce lies within the alternatives, because it’s very hard to differentiate yourself if you’re just trying to optimize someone’s public equity portfolio, and improve where they sit on the efficient frontier. I think that’s just a tough challenge. But, if you can mix in some truly differentiated alternatives where access is a big component of the value proposition, then all of a sudden, you’re bringing your clients something special, and something that’s unique. Louis Diamond: I really like that perspective. I think you’re completely right. I’ve always heard people say investments are commoditized, and it’s all about advice and planning, but I think the way you framed it about the ALFA essentially being worked out of it, so it’s the access, and it’s what you’re doing different on the investment side outside of the more basic or commoditized stuff that’s a difference maker. When you launched the firm, and I believe still today, Americana hired Dynasty Financial Partners as your infrastructure partner. Now that you’re significantly larger, you’re seven years into your independent journey, how does the relationship with Dynasty change, if at all? What do they do for you that you benefit from differently today than when you first launched? Jason Fertitta: Yeah, it would’ve been impossible for us to do what we did without Dynasty’s help. Dynasty has delivered for us in a meaningful way and they continue to. They’re a great partner. We definitely are developing our own sea legs as well, just because you have to just by virtue of the size that you get to. But, Dynasty, I think, has been incredibly innovative in terms of launching an investment bank and bringing … Dynasty’s brought us deals, which is incredible. Just in addition to being an infrastructure partner, they’ve actually provided us deal flow. They’re also, because they’re working with so many firms, you get in all sorts of situations as an independent firm, and to have someone to pick up the phone and say, “Here’s what we’re dealing with.” And they’ll say, “Oh, here are the three things you need to do. You either need to do it like this or this.” Just a lot of experience within Dynasty. I don’t know if we’re Dynasty’s biggest client or not, but I would say we’re certainly in their top three. We are looking to continue that relationship, and always having a relationship with Dynasty, but I would describe it as evolving, because our revenue is up 6X in the last six years. Louis Diamond: Amazing. That makes complete sense. The needs of the business when you are leaving a big firm is got to get the clients over, got to build the plane before it can fly, and understand how to do X, Y, and Z, to now, it’s enterprise building, and optimizing, and growing inorganically, so that makes complete sense, and very cool to hear that Dynasty has evolved or morphed the relationship to meet you where you are now. And to me, I think a big part of that is hiring professional management. That’s always a question we get. When am I big enough? When’s the right time to hire professional management, whether it’s a full-time CEO, a CFO, a COO, et cetera. I know in your case, fairly early on you hired Ron Thacker who was a regional manager from Morgan Stanley. I saw recently you hired a CFO, so you’re really professionalizing the leadership ranks. When did you know it was the right time to build a professional management team, and how did you think about that evolution? Jason Fertitta: We knew from day one that’s what we wanted to do. I think when you go independent, there’s a couple of different schools of thought. One school of thought is I can go independent. I’m not going to really have a boss. I’ll be my own boss. I may or may not grow the business. I’m going to run it in a way that’s lean. I might be able to have a little bit more of a take home because there’s not a third hand in the cookie jar in terms of the bank, and it’s a great lifestyle. I think that’s one school of thought and I think that’s great. That was not our school of thought. Our school of thought is we had a belief that in this country, there’s going to emerge five to 10 regionally dominant RIAs, and these regionally dominant RIAs were going to enjoy economies of scale, and they were going to compete with Wall Street. And in order to do that, we had to reinvest a lot of our profit into our business through building this management team that you’re referencing. Even to this day, I don’t make anywhere near the amount of income that I made when I was on Wall Street, but I’m not, and it’s because we’re building equity value, and we’re building something that will last, and we reinvest a lot of our cash flow into professionalizing the management team, and then being able to deliver on that promise to the financial advisors that are here that you’re going to have a platform, that when you walk in the room, you’re going to be able to compete with Wall Street. And so, that’s always been our goal, which is not necessarily everybody’s goal when they go independent, because it’s a lifestyle decision really. I work way harder today than I worked when I was at a Wall Street firm. Louis Diamond: It’s so interesting. Two threads I want to tug on from what you said. The first one is I think just the comment you made that you’re making less today when the business is significantly larger than it was when you’re at Morgan Stanley, you’re working harder. I think even that dynamic is going to feel like a shock to a lot of people, right? If you’re working harder, the business is doing six times more revenue than it was at Morgan Stanley, that doesn’t seem like a fair trade. How do you think about that relative to the equity value that you’re amassing? Was that always the plan, or is that just something you’ve leaned into as the firm has grown and scaled? Jason Fertitta: Well, the third component you left out is my net worth is up 10X- Louis Diamond: There you go. Jason Fertitta: … whereas if I would’ve stayed at a Wall Street firm, and so are all the employees here. If it’s about that, I can tell you that we checked that box. Americana is very valuable, and we’re happy about that. It’s really just about how you want to create that, right? If you want to create it through income, and pay a lot of taxes along the way, stay at the Wall Street firm. But, if you want to create value for yourself and your partners, and grow your balance sheet, you can do it in a much more tax efficient way in the independent world. And I’m light years ahead of where I would’ve been if I would’ve stayed at a Wall Street firm. Louis Diamond: I think that’s the coolest realization I think someone can have, right? We always say it’s like, what do you value more? Is it the short-term liquidity, or certainty of getting a big upfront recruiting deal at ordinary income, or staying where you are and keep making your 50% payout, take advantage of your firm’s retire in place program? And for many people, that’s what they value. But, for you, I think you very clearly and transparently articulated that, yeah, I might make less, but what really matters is my net worth. It’s how much I’m actually netting for my family in the long run. For people who want to play the long game, really buy into that concept, it sounds like following your path would be ideal, but it may not be for everyone. Jason Fertitta: It’s a much better path, and I’m living proof of it, and not only am I living proof of it, all of my partners are here, and everybody that owns equity in Americana is living proof of it. Louis Diamond: Amazing. You said you’re working more now than when you’re at Morgan. How has your day-to-day, or day in the life changed? What types of activities are you doing more or less of, and how do you balance everything? Jason Fertitta: Yeah, it’s hard to balance everything, it is. But, I would say that one of the unique things about Americana is the founders are all financial advisors. We aren’t consultants that came out of the consulting world, we’re financial advisors. I’m still a financial advisor. I still cover clients. I would say a third of my time is actually covering the house accounts here with some of my original partners. A third of my time is firm related stuff, and then, a third of my time is M&A, and that’s not only M&A, but helping the advisors that are here grow their business also. And so, I come across a lot of leads and opportunities. I’m not really taking them for the house account book or myself. I’m finding the right advisors that I feel I could service the clients the best, and then I’m flipping them to them and sitting second chair and I’ve seen some amazing growth to their businesses by just being able to send them leads. Louis Diamond: Yeah. I think that’s always like the tug of war for … I think most founders of RIAs in this industry, they were advisors themselves. They were the rainmakers, or they still are, but there’s definitely some folks who, whether because of lack of time, or lose the spark or passion for working with clients, that they pivot to being full-time CEO, or we’ve even seen people go the other way where they say, “I was the CEO. I really just want to be an advisor, or just do M&A, and I’m going to hire a CEO.” It’s really cool to hear how you split up your time, and you’re able to do it all. And I’m sure it’s not perfect. I’m sure your family wishes they saw you more, and et cetera, but it sounds like you’re able to really pursue your different passions. Jason Fertitta: All those three activities are very fun, and they keep everyday interesting, and you don’t necessarily know at what points in the day you’re going to be working on which bucket, and there’s a lot of blend and overlap, but we spend a lot of time here working on behalf of our clients, and the firm, and every day is an adventure, but it's fun. It’s a blast. Louis Diamond: Absolutely. Well, let’s spend some time talking about your fairly recent capital raise. In October of 2024, Americana announced that PE firm Lovell Minnick Partners, the firm’s first outside institutional investor was coming in to take a majority stake in the firm. Can you take us back to that decision? I’m sure it’s still clearly vivid. Maybe talk through it, and when did you first start to think seriously about bringing in capital? Jason Fertitta: Yeah, so probably at the end of ’23, we looked down, and there was $100 million worth of potential M&A that was fairly actionable that we could do. And the other M&A events we did were small deals, 10, $20 million sometimes, but firms with three, 400 in AUM to 600 million in AUM. We were doing deals that size, and we’re just passing the hat, and saying, okay, to the families that were in our cap table and to ourselves, who wants to write a check? The cap table was changing all the time based on people’s buy-in and M&A transaction. But then, when you sit down, and you look at potentially $100 million of M&A, if every deal came through that you’re in conversations around, and we owned at the time 75% of the firm, the families owned 25. If all of that M&A were to have happened, we didn’t have $75 million as employees. We were facing dilution. And then, we went to the families and said, “Hey, we don’t mind being diluted, but we got to know that if all of these came through, you guys want to invest another 100 million into this business.” And that’s when they said, “Well, we can. All the deals that you’ve done so far have been accretive and great. But, our value add to you is not M&A. It’s not underwriting. It’s not how to take this firm from four billion to 12 billion or customers. Why don’t you contemplate bringing in an institutional partner to help you round first base and go to second and third?” And so, I called a good friend, a gentleman by the name of Jimmy Dunne, who’s legendary in the world of golf and business. He’s a vice chair at Piper Sandler. I explained the situation, and he said, “Well, this is going to sound self-serving, but I think you should hire me and my firm to run a process to find your partner.” Louis Diamond: Classic investment banker. Jason Fertitta: And we did, and he worked on a very small retainer, and a contingency fee, and they helped us get ready to show the firm to the institutional world, and that took nine to 12 months of hard work to get ready. They ran the process. I think we had 30 firms sign the NDA in the October of ’24 month that you mentioned. I think we had 20 offers. And during that year, we were getting to know a lot of the people that were going to be bidding on us, and we frankly were incredibly impressed by Lovell Minnick and their success that they have had in investing in the wealth space. We were always pulling for Lovell Minnick to compete and compete well, got to run an honest process and Lovell Minnick was not the high bid, but they were a very good and well-thought-out bid that was easy for us to understand on why they were where they were. And for us, it was about how can we create value from this point forward with the right partner to really grow the firm and scale it to where we wanted it to be? And so, that was the more important driving factor in our decision to sell to Lovell Minnick. Now, of course, we wanted to sell a minority piece, but the reality is, given the activity that we had in our M&A pipeline at the time, they were going to eventually get to majority anyway. And so, I may be skipping ahead a little bit in the podcast, but I know what some of the questions are going to contemplate, and our thought was, you’re in a better position to negotiate minority rights before the transaction than later. And so, we got all of that out on the table in our negotiations with our private equity partner, and then just got married immediately instead of had this weird period of where they ultimately were going to get to majority control through M&A, and then, you have this awkward moment where that shift happens after you’re already partners. Louis Diamond: Very interesting. Was it a hard decision to give up majority control over your baby? Jason Fertitta: Definitely a lot of self-reflecting on behalf of our team and everything, but I think where we came out with it, and I’m a big believer in this, is the people that really control the business are the people that control the relationships with the clients. Lovell Minnick knows that, and we’ve never had a decision in a year and a half that we don’t all arrive at the same place. We negotiate, we study, but they know that it’s not in their best interest to try and force the management team to do something that the management team is not in agreement on, because at the end of the day, we’re servicing all of these accounts. Look, we don’t see eye to eye exactly on everything, no partners do. But, we’re generally in the same zip code on everything, and we talk things through until we all arrive at the same place that this is in the best interest of the company. And I think a big part of why that works so well for us in Lovell Minnick, and I think this is very unique in the industry, it all goes back to we all own the same share class. We’re all in the foxhole together. We all sink or swim together. There’s no way one group can win and another group can lose. We all own the exact same security. Not only do we all own the exact same security, but our employees own it. The families that are in our cap table own it. And so, every decision comes from the standpoint of how do we make decisions to benefit that security? Louis Diamond: Makes sense. It’s still a tough decision, but you lay it out, make it seem like an easy decision with the conviction you have, I think the very pure motivation to make that leap. Aside from capital to fuel M&A, what are the other things that Lovell Minnick is doing for your business to help it? Jason Fertitta: Well, Lovell Minnick, and this is another thing that was impressive to us, they’re always the first institutional capital until what’s otherwise an entrepreneurial family-owned business. They’re not afraid of building the things that you have to build to get ready to scale. They’ve seen it in every investment they’ve made. And so, that was very refreshing to us, because frankly, we wanted the help. We wanted the expertise. We’re financial advisors at heart. Like a lot of private equity firms, LMP has this third party advisory relationships with industry people, and they’ve brought those people into our firm, several sit on the board of the firm today, and they’ve just been fantastic to work with. Some have more experience with FinTech, some have more experience with HR, some have more experience with actual investment platforms and product. Some have more experience in how to help clients optimize from a tax perspective. Some have family office experience. And so, we’ve really benefited from this group of people. And I would tell you that, since they came into our world, which is about 18 months ago, we have been building a lot of things that are about to be unveiled to not only our financial advisors, but our clients. And I think that the experience is just going to continue to get better for both of those segments. Louis Diamond: Very cool. Yeah, it seems like a great fit. And I meant to ask you before, because it’s such a cool, and I think still a fairly novel concept, but what was the thinking behind having nine families, their customers or clients come in, and buy some equity in the firm? Why’d you do that? And then what’s been the outcome of that? Jason Fertitta: It was more their idea than us after we launched the firm. And this goes back to my original comments about the clients want to do more business with you when you’re independent than when you’re inside the bank. And we have a lot of clients that are entrepreneurial. And so, I think when we explained to them the reasons why we were doing this, and the reasons why we’re so excited about it, they got excited about it too, some clients, most clients. And so, what they said was, “Yeah, we’re going to move our money to it, we’re excited about it, but if there’s an opportunity, we’d also like to own a piece of the firm.” And originally, when they said that, I didn’t know if they meant that they wanted us to give them, but they wrote a check. They all wrote checks. We set an arbitrary value of the firm in the first year after we launched it. And that wasn’t a whole lot of science behind the value. It’s basically what we would’ve been paid by walking across the street, and that was the original value. And they bought into the firm, and then, Lovell Minnick really thought it was a nice novel concept that they hadn’t seen before, and they’ve embraced it. When they invested, we brought another round of clients into the firm at that valuation. I think it’s really powerful, because what’s important for us in these families is that they’re all pillars of their respective communities and they’re spread across all over the country and Mexico. We have some incredibly good reputation, great business people in Mexico City, and Monterrey, and Los Angeles, and Midland, and Dallas, and Austin, and Houston. And we’re open to the concept of when we come into new markets, finding that pillar of the community, finding that family who people ask, “Well, what do you do with your money?” We want them to say, “Well, we own our own wealth management firm. He wants to have them call you and they’ll show you what we do with our money.” And that’s a powerful part of the organic growth and the flywheel. Louis Diamond: I absolutely love that. I oftentimes have clients, especially breakaway clients talk about how cool it would be to have a client or set of clients invest in their business. But, the reasons why, I love that as part of a very consistent, repeatable strategy of identifying key influencers essentially in different markets, and then having them come into the cap table. I would assume too, the dynamic of, “Oh, you should call Jason, he’s my financial advisor, he’s great,” to, “Hey, you should come in and meet my firm.” And I feel like clients are probably much more incentivized naturally to refer friends, family, et cetera. And just the power and dynamic of that referral is probably that much better than a referral from another happy customer who’s not an investor. Jason Fertitta: Exactly. When we’re looking at coming into a new city with a new partner, to the extent they have those clients in that community, and when they join us, we have a private equity partner that embraces that strategy and concept. When we’re talking to that Wall Street advisor, and they’re interested in our business model and our plan, I think that particular part of our business model is very differentiated and intriguing to them. Louis Diamond: Amazing. You mentioned in your last answer that you have, it sounds like you have some investors in Mexico, and that you’re serving families in Mexico and Latin America as well. Can you talk about adding that capability or the openness to go international? That’s clearly a big decision. It’s a different risk profile, different client needs. What was the thought process behind taking Americana, I guess, still in the Americas, but outside of America? Jason Fertitta: Yeah. Well, I think a lot of it is growing up in Texas, there’s a lot of wonderful families from Mexico whose kids and grandkids have moved here, and our children are going to school with their children, and they’re part of our community, and I think they’re a great part of our community. And so, I just started to notice how Wall Street treated this community as just one, right? And what we were able to do is cherry-pick a few families that we knew very well that are incredibly good reputations in the cities that they’re from, and their origins are from. And there’s a high desire on behalf of not only those families, but their friends to invest into the United States into our economy. And given that a lot of their children and grandchildren live in the US, these are families that have citizens and their family inside of the US and back home in Mexico. Most of these families, they’ve been going to our colleges. A lot of these families sit on the boards of Fortune 500 companies inside of the United States. These are families that are very easy to do due diligence on, and frankly, we have learned a lot from them. They’re very sophisticated families, and so, they’ve been amazing partners, and we use Bank of New York Pershing to custody a lot of these assets, and I think they’re increasingly becoming more interested in alternatives as part of their portfolios, because I think going back 15, 20 years ago, these families were mostly stocks, bonds, and cash. But, as they continue to build out their own family offices, they’re becoming more sophisticated and interested in alternatives, so it’s really been an exciting part of our firm. Louis Diamond: Did this expansion, does it scratch the itch to go into different Latin American countries in Europe and Asia, or is that not really part of the roadmap? Jason Fertitta: Well, it’s open to the concept. Like I said, the genesis of this for us was the fact that our children go to school with their children, and we got to know several families just through our social circles here in Texas. But, I don’t think that same phenomenon would exist in Europe, other Latin American countries per se, but we’re certainly open to it, and there’s a lot going on in Latin America. There’s a lot going on and a lot of potential, so we’re open to anything that increases the footprint in the right way for Americana. Louis Diamond: Great answer. Let’s go back a little bit to talk a little bit more about your M&A strategy. You merged with or acquired Boulevard Family Wealth, which was Matt Celenza’s firm. I think Matt was the first breakaway guest on our show, and an amazing advisor. You bought Goodpasture Gray in Nashville, and more recently you bought NRT Consulting. I think from my read, three different types of firms, different geographies. How do you think about the M&A strategy? Jason Fertitta: I feel like we’re building out a firm and departments in the firm, and each of those acquisitions goes into a different department of our firm. I think Matt Celenza and Boulevard are fantastic, and they’re really good at tax optimization strategies for families, and they’re really innovative there. That is a very hot topic with all of our clients. More and more families are getting smart about the fact that not only does it matter what your returns look like. What really matters is how much of those returns you get to keep. And so, Matt and his team are incredibly sophisticated and cutting edge on tax optimization, and that's proliferating throughout our firm right now, which is I think making us even better at what we can advise and provide to our clients. I would say that’s more in the family office service and tax planning part of our firm. Goodpasture Gray’s fantastic. WL who runs that firm, or did prior to the merger, I’ve known him for 30 years. He’s a longtime family friend. His clients are in Nashville, Santa Fe, and Texas. He and my father actually used to office together. And then, ironically, he hired Dynasty to represent him to find the right partner. That’s an example where full circle Dynasty brought him back and I hadn’t talked to him for decades, but we shared a bunch of fun stories about how I used to go up in college, and hang out with he and my dad in their office. That was a great full circle experience, but WL’s just a fantastic financial advisor that does what we’ve always done. He’s just a natural fit inside of our firm. And then NRT, Chris Ginsbach and his team, they’re unbelievable. They do bookkeeping services for families. They’re not signing tax returns, but the more sophisticated these families get, some of these families have 35, to 45, to 55 different LLCs that require bookkeeping services. He’s an accountant by training, so is everyone that works there. And I think that there’s a lot of cross-pollinating with our client base that wants bookkeeping services for their needs. With all of these different M&A events, it’s trying to meet or have the ability to meet your client at wherever their pain points are. And some of your client’s pain points are in bookkeeping and accounting. Some are in tax optimization, and some are just good old-fashioned financial advice and access. And all three of those acquisitions that you described are meeting that client in a different pain point, but they’re all pain points, and they’re all important. Louis Diamond: When you’re thinking about M&A, is it like you have, these are the three areas that we want to add to the firm? Next one, making it up, we want to add tax preparation. Are you then going out to find a firm that fits the bill, or is it more so just you’re selective with who you take on, and you look for a new capability, or just like an extreme alignment with how you’re already serving clients, and then, that’s what makes a compelling deal for you? Jason Fertitta: Yeah. Most of the time, we’re getting feedback from our clients on where they need help, and that is usually the spark that starts the fire on, okay, what if we added this? It’s really I would say more based on client feedback. We don’t have estate planning attorneys inside of Americana per se. We don’t have accountants that are signing people’s tax returns inside of Americana. We get a lot of interesting opportunities from accounting firms and estate planning firms. And so, I like how we have this great referral network in place with those industries. And so, I think we’d have to think long and hard about getting into those businesses per se. Louis Diamond: Makes sense. I feel like there’s probably a version of this story, your story, where you break away, you plot along, you’re happy to not have a boss anymore, clients are happy, maybe you get to like four or five billion in assets, and you call it a win, and just throw in coast mode, but clearly you didn’t do that. You went the opposite direction. What do you think drove the ambition to keep building towards something larger? What’s really sparking you and motivating you today maybe differently, or in a more defined way than it was when you first broke? Jason Fertitta: Yeah, I would say it’s not just me, it’s all the founders, and I think all the employees. I share this and not to sound corny about it. I think everyone here wants to try and build something that his or her children would say, “My parent was one of the founders and employees of Americana Partners.” It’s like, I think when you work at a bank, you definitely care about your brand that you’re building, but this is a whole next level of care about your brand. We really care about this brand, and we want it to outlast all of us. Louis Diamond: Love that. For a successful wirehouse advisor or team that’s sitting on a really nice practice maybe similar in size or in the same realm that you had back where you were in that world, and they’re thinking about maximizing their value, what advice would you offer? Do you think your story is an outlier, or do you think it’s doable by others if they follow certain advice or principles? Jason Fertitta: I would have a two-word answer. Call us. I’m kidding. I have a much longer answer. One of the things I really respected about a certain advisor, and if he’s listening to this, he’ll know exactly who he is, but I feel awkward saying his name. When I was contemplating going independent, I talked to an entrepreneur I really admire, and I called him, and I said, “Hey, we’re thinking about doing this.” And he said, “Look, I’m going to try and convince you to join our firm, and if you don’t end up doing that, it’s fine. There’ll be no hard feelings, because we ended up launching our own firm and I would never fault you for the decision if you wanted to do that with your team.” And we thought long and hard, we almost joined his firm. It was in a very different geography so we ended up launching our own firm. I would say that if you want to do it yourself, we would respond the same way. We would give you a high five, and wish you well, and say you’ve made a great decision, and we’d be pulling for you. If you want to spend more time with your clients, and less time in building the firm, we have the firm built, and it’s fantastic, and it wasn’t without blood, sweat and tears for seven years, and we can create a transaction that is economically the same or better as launching your own firm, and you have a voice, and you have a seat at the table, because we’re still small enough to where you can help shape the direction of this firm, and we want your input. The difference is that instead of spending a third of your time interacting with financial advisors the way I do, you could spend 90% of your time interacting with your clients, instead of a third, and be part of a firm that I think has great national prospects. But, I would never fault someone for doing it themselves, because that’s what we did, and that would be hypocritical. But, I really do think that this is a better path, even if you did it yourself, or if you did it with someone like us. I think you’re choosing two better options than what you currently have. Louis Diamond: I think it’s a great perspective, and I think it’s balanced and fair too. There’s plenty of people that I speak to where their passion is building. They want to be the next Americana, right? That’s what’s going to spark them and get them out of bed. They want to do M&A, they want to be the CEO, they want to really make their mark on the industry, and that’s fine. But, I do think there’s probably more advisors out there that would love to be part of something, and they’d love equity, and they’re passionate about different things than you were passionate about when you launched the firm. And the theory of a rising tide lifts all boats, it’s like, you can do this yourself or let’s just build something bigger and better together. And just getting comfortable with the theory of you’ll own a smaller piece of the pie, but the pie is much more valuable than owning 100% or 80% of something that’s less valuable, and is going to take you in a different direction personally. I always say we’re not in the business of making judgments for people. It’s up to them to define their goals, and then, we’ll help them execute on it. But, I really like that perspective. I agree, it’s not for everyone. What you did is extremely hard, it’s a risk, it’s a big swing. But, if you have the stomach for it, and you want to take the swing, to me there’s no better time to pursue that path than today. Jason Fertitta: I agree. And I could totally see a world over the next five years where some of these advisors that join us are bigger shareholders in this firm than me, and that would be great. Louis Diamond: Interesting. Jason Fertitta: I’m with you, not only do I agree with what you’re saying, to me, I’ve never thought about how much of this company do I own? I’ve thought about what is the percentage of the company that I own, and what is it worth? I could care less if it was 25%, 12.5%, 5%. What I care is, what is that slice worth? Louis Diamond: That’s a fun way to look at it. Jason, this has been really fun. This new series Build, Grow, and Transact, this is proof of concept, but we’re going to have to do a ton of these, because the richness of detail, and whenever we have breakaway guests, we’re talking to them in the beginning when they’re still finding their feet, everything’s new and fresh. They haven’t thought about or executed on M&A and taking on capital partners. But, I feel like this is the missing ingredient where it’s a playbook for how others can be better themselves, something to shoot towards. And I really appreciate your candor and transparency, and I’m very serious, we’ll have to do this again when you’re at 25 billion, and you have even more lessons, and I’m sure battle scars to share. Jason Fertitta: No doubt. I’m for sure open to doing that. And maybe in the meantime, I see the pictures behind your head there. I’d love to come visit you in Park City and hang out and ski, or play golf, or- Louis Diamond: You got it. Jason Fertitta: All right. Thanks for your time and thank you for having me. Louis Diamond: Thanks, Jason. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful, because you take your professional responsibility seriously, and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay Or Should I Go is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions, and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and foun
CO2 LMP Racks Hot Gas & What The Heck Is A DTR Valve ?? Episode 520 VideoLMP Rack Deep Dive: Hot Gas Defrost, Superheat Mitigation & Refrigeration “Witchcraft”Brett Wetzel and Kevin Compass kick off the Advanced Refrigeration Podcast with weekend plans and a chaotic start featuring mystery music and van-recorded audio, then jump into Kevin's hectic week swapping out 40-year-old racks and venting about painfully unserviceable EPR and valve layouts while converting controls from CPC to Danfoss. Brett outlines a common VFD control issue where a 0–100% signal causes deadband, aggressive ramping, and cycling, teeing up a future demo with virtual displays. The main discussion breaks down an LMP rack P&ID with heat reclaim, low-temp hot gas defrost, suction setpoints, superheat mitigation via inversely controlled valves and plate heat exchangers, discharge pressure regulation and staged valve reopening after defrost, load shedding, oil separation strategy, and auxiliary heat exchanger quirks, then detours into cool gas defrost debate and a cutaway look at a Venturi-style “injector” device used to cool discharge gas.
LMP Rack Deep Dive: Hot Gas Defrost, Superheat Mitigation & Refrigeration “Witchcraft”Brett Wetzel and Kevin Compass kick off the Advanced Refrigeration Podcast with weekend plans and a chaotic start featuring mystery music and van-recorded audio, then jump into Kevin's hectic week swapping out 40-year-old racks and venting about painfully unserviceable EPR and valve layouts while converting controls from CPC to Danfoss. Brett outlines a common VFD control issue where a 0–100% signal causes deadband, aggressive ramping, and cycling, teeing up a future demo with virtual displays. The main discussion breaks down an LMP rack P&ID with heat reclaim, low-temp hot gas defrost, suction setpoints, superheat mitigation via inversely controlled valves and plate heat exchangers, discharge pressure regulation and staged valve reopening after defrost, load shedding, oil separation strategy, and auxiliary heat exchanger quirks, then detours into cool gas defrost debate and a cutaway look at a Venturi-style “injector” device used to cool discharge gas.
2026 tavaszára világossá vált, hogy a hazai zöldpolitika parlamenti képviselete megbukott. Ebben az adásban az elmúlt közel húsz évről beszélgetünk: arról, hogyan jutottunk el az LMP alapításától odáig, hogy 2026-ra a zöld pártok lényegében eltűnnek az országos politikából. Ez valóban egy korszak végét jelenti-e, vagy akár egy új szakasz kezdete is lehet? Szó esik a választási rendszer szerepéről, a rossz politikai alkukról, a zöldmozgalom állapotáról, valamint arról is, hogy ma kik és milyen formában tudják továbbvinni a zöld ügyeket Magyarországon. Őry Ádám humánökológussal, újságíróval, a Zöld Fordulat kommunikációs munkatársával és a Karátson Gábor Kör tagjával személyesen is tudtunk találkozni, ő a stúdióban volt velünk. Másik vendégünket, Jávor Benedek biológust, Budapest Főváros brüsszeli képviseletének vezetőjét és korábbi európai parlamenti zöld képviselőt távolról kapcsoltuk be a beszélgetésbe. Mi vezetett a magyar zöld pártpolitika visszaszorulásához? Milyen tanulságai vannak ennek az elmúlt két évtizednek? Van-e esély újrakezdésre? Tartsatok velünk!
Eight in ten clean energy projects never make it through development. Not because of bad ideas, but because of how the process is run: sequential, analog, and fragmented across consultants, spreadsheets, and months of waiting.In this episode of Transmission, Alejandro speaks with Stuart Pomeroy from Paces .Stuart breaks down exactly why the traditional development model fails, what a parallel workflow looks like in practice, and how compressing land, environmental, interconnection, and permitting work into a single ecosystem can cut development timelines by more than half.You can watch or listen to new episodes every Tuesday and Thursday.Transmission is a Modo Energy production. Your host is Alejandro De Diego - US Market AnalystBattery revenues, nodal spreads, trading strategies, Ko answers your most business-critical questions instantly, powered by Modo's IOSCO-aligned benchmark data. Try Ko for free now→ https://modoenergy.com/sign-upFor more information on Paces, Head to their website → https://www.paces.com/LinkedIn: https://www.linkedin.com/company/pacesai/Reach Stuart at sales@paces.com0:00 Introduction: the hidden cost of delay in clean energy3:18 How clients use Paces day-to-day4:29 The data model: land, zoning, and interconnection layers5:25 The old sequential development model7:30 Cutting development time by 50%+9:02 Does Paces replace environmental consultants?11:05 Cost savings and pipeline conversion metrics13:47 Assessing permitting risk and policy uncertainty15:42 The Permitting Predictor tool17:17 Predicting landowner behaviour18:37 Hottest US regions for development activity27:42 Community sentiment and opposition risk31:22 Off-grid development and on-site generation34:10 Cost, complexity, and time: the off-grid advantage36:40 LMP data suite and revenue signals37:40 Getting projects bankable: track record and case studies39:31 What Paces are building next41:23 Contrarian takes: off-grid and permitting44:19 Closing
Eight in ten clean energy projects never make it through development. Not because of bad ideas, but because of how the process is run: sequential, analog, and fragmented across consultants, spreadsheets, and months of waiting.In this episode of Transmission, Alejandro speaks with Stuart Pomeroy from Paces .Stuart breaks down exactly why the traditional development model fails, what a parallel workflow looks like in practice, and how compressing land, environmental, interconnection, and permitting work into a single ecosystem can cut development timelines by more than half.You can watch or listen to new episodes every Tuesday and Thursday.Transmission is a Modo Energy production. Your host is Alejandro De Diego - US Market AnalystBattery revenues, nodal spreads, trading strategies, Ko answers your most business-critical questions instantly, powered by Modo's IOSCO-aligned benchmark data. Try Ko for free now→ https://modoenergy.com/sign-upFor more information on Paces, Head to their website → https://www.paces.com/LinkedIn: https://www.linkedin.com/company/pacesai/Reach Stuart at sales@paces.com0:00 Introduction: the hidden cost of delay in clean energy3:18 How clients use Paces day-to-day4:29 The data model: land, zoning, and interconnection layers5:25 The old sequential development model7:30 Cutting development time by 50%+9:02 Does Paces replace environmental consultants?11:05 Cost savings and pipeline conversion metrics13:47 Assessing permitting risk and policy uncertainty15:42 The Permitting Predictor tool17:17 Predicting landowner behaviour18:37 Hottest US regions for development activity27:42 Community sentiment and opposition risk31:22 Off-grid development and on-site generation34:10 Cost, complexity, and time: the off-grid advantage36:40 LMP data suite and revenue signals37:40 Getting projects bankable: track record and case studies39:31 What Paces are building next41:23 Contrarian takes: off-grid and permitting44:19 Closing
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Los Texas Rangers sacuden el mercado al adquirir al lanzador Mackenzie Gore en un cambio que incluyó cinco prospectos con los Nacionales de Washington. Analizamos qué gana Texas y el impacto inmediato en su rotación. Además, Carlos Beltrán, ya inmortal en Cooperstown, rompe el silencio y deja claro que el escándalo del robo de señas en Houston no define su legado en las Grandes Ligas. En este episodio de Baseball News también repasamos: Movimientos recientes en MLB El panorama de agencias libres y cambios Las finales en LIDOM, LMP, LVBP y LBPRC Análisis y contexto del béisbol internacional
Las Grandes Ligas entran en una nueva era
En el noticiero de hoy analizamos la firma de Alex Bregman con los Chicago Cubs, un movimiento que deja a los Boston Red Sox sin respuesta y obliga a los New York Yankees a replantearse su estrategia en la agencia libre.
Noticias del mundo del beisbol de las Grandes Ligas y el CaribeEl contenido del Baseball News del jueves 8 de enero incluye:1- Cubs entregan a su mejor prospecto a Marlins para recibir a Edward Cabrera. 2 - Cuales son los principales equipos tras la,firma de Alex Bregman. 3 - Pitcher Michael Lorenzen acuerda por una temporada con Rockies. 4 - Brusdar Graterol entre los jugadores que firman contratos para evitar arbitraje pero aún hay muchos peloteros que pudiera ir a esa instancia. 5 - Leones del Escogido blanquean a Gigantes del Cibao y Toros del Este propinan paliza a Águilas Cibaeñas manteniéndose en la cima del Round Robin en Lidom. 6 - Todo igualado en semifinales en Puerto Rico con el triunfo de Criollos de ante Cangrejeros de Santurce y de Leones de Ponce sobre Gigantes de Carolina. 6 - En la reanudación del todos contra todos en la LVBP Caribes de Anzoategui y Bravos de Margarita se imponen.7 - Charros de Jalisco y Cañeros de Los Mochis buscan hoy su pase a semifinales en la LMP.Conviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/con-las-bases-llenas-podcast-de-beisbol--2742086/support.
En el episodio de hoy de Baseball News, analizamos las decisiones drásticas que están tomando los Yankees de Nueva York en relación a los acuerdos internacionales, un movimiento que podría redefinir su estrategia de desarrollo de talento para los próximos años. Además, repasamos:
En el episodio de hoy de Baseball News, analizamos el fuerte interés de los Yankees de Nueva York en adquirir vía cambio a Edward Cabrera y Freddy Peralta, dos abridores que podrían transformar la rotación del equipo para 2026. Además, Paul DeJong firma con los Bombarderos, sumando profundidad al roster. Otros temas del día:
En este episodio especial de Baseball News, repasamos lo mejor del año 2025 en el mundo del béisbol. Analizamos los momentos históricos, los jugadores más dominantes, los récords que cayeron, las decisiones más polémicas, los cambios más impactantes, la postemporada, la Serie Mundial, y todo lo que marcó un año inolvidable en MLB y el béisbol internacional. ⚾ ¿Fue 2025 uno de los mejores años en la historia del béisbol? ⚾ ¿Qué equipos dominaron y cuáles decepcionaron? ⚾ ¿Quiénes fueron los verdaderos protagonistas del año?
Bienvenidos a Baseball News, el noticiero diario del béisbol en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
En el Baseball News de hoy analizamos el futuro de Alex Bregman, uno de los agentes libres más importantes del mercado, y debatimos qué equipo tiene mayores probabilidades de firmarlo y si Boston realmente puede retenerlo. Además, profundizamos en la información que indica que los Yankees han puesto condiciones claras para negociar con Cody Bellinger, lo que abre un debate importante sobre el rumbo del roster para 2026. También repasamos: • Bryce Harper uniéndose a la selección de Estados Unidos para el Clásico Mundial de Béisbol • Piratas acuerdan con Ryan O'Hearn y Medias Blancas firman a Sean Newcomb • Mariners no descartan el regreso de Eugenio Suárez • Carlos Beltrán y Andruw Jones lideran las votaciones al Salón de la Fama • Noche histórica de Jackson Chourio en la LVBP • Resultados clave en LIDOM, LVBP, LBPRC y LMP, incluyendo el draft de reingreso en República Dominicana
Los Dodgers van por una hazaña histórica: el tricampeonato de la Serie Mundial. Analizamos qué tan realista es lograrlo, los desafíos deportivos y financieros, y cuánto dinero recibirá cada jugador tras el campeonato. Además, hablamos de:
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
En el noticiero Baseball News de hoy analizamos todos los movimientos más importantes del mercado de MLB
¡Bienvenidos a Baseball News! Hoy analizamos el tema más caliente entre los fanáticos de los Yankees: ¿Cody Bellinger se queda o se va del equipo en 2026? Su valor de mercado ronda los 168 millones de dólares, y eso podría cambiar completamente el futuro de la franquicia. ¿Pagarán los Yankees ese dinero? ¿Lo dejarán ir? ¿Hay un plan B? Además, cubrimos las noticias más importantes del día en MLB y en las ligas invernales: Inician las reuniones invernales este domingo: rumores, cambios y firmas. Medias Rojas adquieren al pitcher Johan Oviedo en un cambio de 5 jugadores con los Piratas. Ron Washington será coach con los Gigantes. Nuevo estadio de los Athletics en Las Vegas costará $2 billones y abrirá en 2028. Águilas Cibaeñas se consolidan como líderes en Lidom. Águilas del Zulia rompen racha negativa con remontada ante Tiburones. Cangrejeros de Santurce derrotan a los Indios de Mayagüez. Algodoneros de Guasave blanquean a Jaguares de Nayarit y empatan el liderato en la segunda vuelta de la LMP.
Hoy en Baseball News analizamos las explosivas declaraciones de Sonny Gray, quien aseguró que ahora, como miembro de los Boston Red Sox, “es fácil odiar a los Yankees”. ¿Qué quiso decir realmente y qué impacto puede tener esto en la rivalidad más histórica del béisbol? Además, repasamos las noticias más importantes del día en MLB: Alek Manoah firma con Los Angeles Angels y Carlos Ponce llega desde Japón para unirse a los Blue Jays. Los Mets mantendrían interés en Edwin Díaz, aun después de asegurar a Devin Williams. Este domingo el comité de la era votará si Barry Bonds y Roger Clemens entran finalmente al Salón de la Fama. En la Lidom, las Águilas Cibaeñas caen por segunda vez consecutiva ante Leones del Escogido. Leones del Caracas blanquean a Tiburones de La Guaira con salida dominante de Wilmer Font. Manny Barreda brilla con Tomateros de Culiacán y Dereck Rodríguez destaca con los Criollos de Caguas. Toda la actualidad del béisbol, análisis y opinión… ¡aquí en tu noticiero favorito en español!Conviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/con-las-bases-llenas-podcast-de-beisbol--2742086/support.
¡Bienvenidos a Baseball News! Hoy arrancamos con una bomba: Kyle Schwarber está siendo perseguido por varios equipos del Este, aunque los Phillies siguen firmes en intentar retenerlo. ¿Se moverá una de las piezas ofensivas más temidas de MLB? Lo analizamos con todos los escenarios posibles rumbo al 2026. Además, repasamos todas las noticias importantes del día en el mundo del béisbol: ⚾ Mets sorprenden y contratan a Devin Williams, alejándose definitivamente de Edwin "Sugar" Díaz. ⚾ Phillies intentan retener a Kyle Schwarber, pero hay varios equipos pujando fuerte. ⚾ MLB y la MLBPA publican los resultados del programa antidopaje. ⚾ Wilyer Abreu gana el Festival del Jonrón Pepsi en Venezuela. ⚾ Movimiento en la Lidom: Ramón Santiago nuevo manager de Leones del Escogido. ⚾ Cambio en la Liga Dominicana: Jorge Mateo pasa a Estrellas Orientales por Eguy Rosario. ⚾ En LMP: Leo Heras y Darel Torres elegidos jugador y lanzador de la semana. ⚾ Lorenzo Bundy es nombrado manager de Tomateros de Culiacán. Todo esto, análisis, opinión y tu participación en vivo. ¡No olvides suscribirte y activar la campanita!
¡Bienvenidos a Baseball News!
Hoy en Baseball News analizamos el lado oscuro, poderoso y a veces desconocido del béisbol: la riqueza de los dueños y equipos de MLB, quiénes son los más millonarios, cómo construyen imperios deportivos y si realmente el dinero garantiza campeonatos. Además repasamos las últimas noticias del mundo del béisbol: Los Blue Jays no se detienen con la firma de Dylan Cease y buscan más superestrellas. Ranking actualizado de los mejores agentes libres disponibles. Medias Rojas en carrera por una contratación multimillonaria. Cañeros de Los Mochis dejan en el terreno a Venados de Mazatlán. Rougned Odor aplica la ley del ex y Magallanes consigue su tercer triunfo seguido. Un programa cargado de análisis, polémica y la información que necesitas para estar al día.Conviértete en un seguidor de este podcast: https://www.spreaker.com/podcast/con-las-bases-llenas-podcast-de-beisbol--2742086/support.
Bienvenidos a Baseball News, el noticiero diario en español de las Grandes Ligas ⚾
Bienvenidos a Baseball News, tu noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, tu noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de las Grandes Ligas ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de las Grandes Ligas ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de las Grandes Ligas ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de Grandes Ligas ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de Grandes Ligas ⚾
Bienvenidos a Baseball News, tu noticiero diario en español de Grandes Ligas ⚾
Bienvenidos a Baseball News, el noticiero diario en español de Grandes Ligas ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
That Wellness Podcast with Natalie Deering: Internal Family Systems with a Twist
What happens when the healing world of Internal Family Systems meets the imaginative art of puppetry? In this episode, I sit down with Mark Saltzman, LMP — a self-proclaimed puppet nerd, bodyworker, grief educator, and IFS practitioner — to explore how puppets can bring our inner parts to life in the therapy room and beyond. Mark and I chat about the serendipitous way we met at the IFS Conference, and how puppetry became a playful yet powerful tool for accessing the body's wisdom and deep emotional truth. We talk about: - The benefits of using puppets to externalize and connect with parts - How embodiment and play foster safety and Self-energy - Why there are no bad puppets (or parts!) - Using puppets for direct access, exile work, and legacy burdens - How you can start using puppets on your own for part connection This episode is equal parts (pun intended) creative, curious, and compassionate — reminding us that healing doesn't have to be so serious all the time. Sometimes, play opens the deepest doors. About Mark Saltzman, LMP: Mark Saltzman is a Licensed Massage Practitioner with over 30 years of experience, trained at Bastyr University's Bellevue Massage School. His work blends therapeutic bodywork, somatic IFS, and creative expression to help clients reconnect with their inner world through the body. A Level 2 IFS practitioner and certified Grief Educator, Mark's approach integrates touch, presence, and imagination — guiding clients to meet their parts with curiosity and compassion. He's also the founder of Kiwuppet Studios, where he designs and performs puppets that bring emotional worlds to life. Connect with Mark: Email: mark@kiwuppet.com | mark@sotetherapies.com Websites: www.kiwuppet.com | www.sotetherapies.com _____________________________ Want to work with Natalie? Contact her below Website: https://www.ndwellnessservices.com/ Contact: https://www.ndwellnessservices.com/contact Instagram: @nataliedeering _____________________________ Donate to the podcast Here! Interested in sponsoring an episode of the podcast? Upgrade your business and let more people know about your amazing services or products by reaching hundreds to thousands of people by sponsoring an episode for only $100! Please email ndwellness.services@therapysecure.com for more information. Thank you for the support! *Please support the podcast by following, rating, and leaving a review*
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Bienvenidos a Baseball News, el noticiero diario de Grandes Ligas en español ⚾
Jon Marthaler returns to LMP to recap Chicago, discuss the Loons' best season to date, and walk through the options up front with Kelvin Yeboah out for the remainder of the regular season.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
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