Podcasts about Main Street

Anthony Scaramucci joins Donny Deutsch to break down his new book, All the Wrong Moves: How Three Catastrophic Decisions Led to the Rise of Trump, a sharp and surprisingly self-critical look at how America got here. The SkyBridge founder and co-host of The Rest Is Politics: US walks through the three turning points he believes set the stage for MAGA: letting China into the WTO without checking its rise, the post-9/11 wars funded by tax cuts that blew up the deficit, and a 2008 bailout that rescued the banks but left Main Street behind. As Scaramucci puts it, Occupy Wall Street and the Tea Party "had a baby, and they named it baby MAGA." Donny and Anthony also get into the fixes: restoring pay-as-you-go budgeting, ending Citizens United, and open primaries to break the two-party duopoly. They discuss Trump's fight with Canada and why Scaramucci predicts a deal is coming, the odds of a blue wave in the midterms, whether the Democrats can win back the center, and the Shapiro vs. Ossoff vs. Newsom debate. Plus, what happens to the Republican Party after Trump, why MAGA may not survive him, and whether "The Mooch" would ever run for office himself.

Giving away free Boise State-Utah State tickets this week (see us Thursday at Goldy's on Main Street for a chance to win tickets), the Boise State-Utah State rivalry is unique - one dominates in football, one dominates in basketball and there are heavy emotions on both sides, Boise State Hall of Famer and Fiesta Bowl champion Ryan Clady will raise the Blue Chaos flag Saturday (he joins the show at 5 p.m. Thursday), Bob talks to Spencer Danielson, Erik Chinander, Matt Wagner and Mikaio Edward in Bronco Focus, Tyson Degenhart on preparing for his second season of pro basketball, Pac-12 releases basketball schedule (when is Gonzaga at Boise State?), Prep Rally: Columbia football coach Zech Taylor (squad is 4-1 with the only Boise State commit in the Treasure Valley)See omnystudio.com/listener for privacy information.

Giving away free Boise State-Utah State tickets this week (see us Thursday at Goldy's on Main Street for a chance to win tickets), the Boise State-Utah State rivalry is unique - one dominates in football, one dominates in basketball and there are heavy emotions on both sides, Boise State Hall of Famer and Fiesta Bowl champion Ryan Clady will raise the Blue Chaos flag Saturday (he joins the show at 5 p.m. Thursday), Bob talks to Spencer Danielson, Erik Chinander, Matt Wagner and Mikaio Edward in Bronco Focus, Tyson Degenhart on preparing for his second season of pro basketball, Pac-12 releases basketball schedule (when is Gonzaga at Boise State?), Prep Rally: Columbia football coach Zech Taylor (squad is 4-1 with the only Boise State commit in the Treasure Valley)See omnystudio.com/listener for privacy information.

This week, a way to track new popcorn bucket and sippers arrives, Disneyland celebrates Hispanic and Latin Heritage month, Zombie Captain America makes an appearance, A new exhibit opens celebrating California Visionaries, ticket prices may soon rise, we continue our conversation with Jim Hollifield and more! Please support the show if you can by going to https://www.dlweekly.net/support/. Check out all of our current partners and exclusive discounts at https://www.dlweekly.net/promos. News: Disney Parks Blog has released a brand new guide to help guests track down seasonal popcorn buckets, sippers, and novelty items. The current lineup heavily features Halloween Time merchandise, including popular items like the Hatbox Ghost popcorn bucket and Coco lantern sippers. Fans can use these official updates to plan their snack strategies and locate specific collectibles across both parks. – https://disneyparksblog.com/dlr/disneyland-popcorn-buckets-sippers-novelties/ The Disneyland Resort is celebrating Hispanic and Latin American Heritage Month with a brand-new Main Street, U.S.A. shop window display that highlights a family's journey through Mexico and Latin America. Over in the Downtown Disney District, guests can also check out stunning Encanto and Coco topiaries, including a traditional Colombian Silleta floral display featuring Isabela and a mariachi-clad Miguel. Plus, visitors can enjoy special food offerings, live entertainment like the Mariachi Alegría de Disneyland, and a limited-time appearance by Elena of Avalor! – https://www.laughingplace.com/disney-parks/disneyland-hispanic-heritage-month-window/ Zombie Captain America and the Queen of Hearts made surprise appearances at Oogie Boogie Bash during the special D23 Night on September 27 at Disney California Adventure. Both characters were exclusive to the D23 event and were not part of the regular Oogie Boogie Bash lineup. D23 highlighted the appearances on social media following the event. Oogie Boogie Bash continues on select nights through October 31. – https://wdwnt.com/2026/09/zombie-captain-america-queen-of-hearts-appear-exclusively-for-oogie-boogie-bash-d23-night/ The Forest Lawn Museum has officially opened a fascinating new exhibition called California Visionaries: The Lives and Legacies of Walt Disney and Hubert Eaton, exploring the decades-long friendship and shared creative visions of the two cultural icons. Running through February 2027, the exhibit features a treasure trove of rare artifacts, including vintage Disneyland ride vehicles, concept artwork, archival photos, and musical scores. Disney fans looking to dive into some unique Southern California history can check out this remarkable collection on display in Glendale now! – https://www.laughingplace.com/disney-entertainment/forest-lawn-ca-visionaries-opens/ The Frida Cinema in Santa Ana is hosting a special series of six classic Disney films curated for local fans.These screenings will be expertly hosted by Disney historian and author Jeff Kurtti, featuring insightful lectures and filmmaker forums. It's a great local event for park fans looking to dive into Disney history outside of the theme park gates. – https://thefridacinema.org/film-series/walt-disney-studies/ Disneyland visitors should consider locking in their theme park tickets soon, as annual October price hikes are widely expected to hit within the next couple weeks. While historical trends suggest entry-level ticket prices may remain stable, higher-demand tiers, Magic Keys, parking, and add-ons like Lightning Lane will likely see noticeable increases. Disney typically introduces promotional offers, such as California resident ticket deals, right around the same time to help soften the blow for fans. – https://www.micechat.com/445207-disneyland-update-ticket-price-increase-disney-layoffs-rancho-del-zocalo/ SnackChat: Salt and Straw New Halloween Flavours – https://www.micechat.com/445207-disneyland-update-ticket-price-increase-disney-layoffs-rancho-del-zocalo/ Discussion Topic: Jim Hollifield – https://hyperionhistoricalalliance.org stuartngbooks.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

-Introduction What does a mid-sized brokerage have that it cannot actually use? A specialized book and the data behind it, and none of the underwriting, capital, filing, and admin machinery it would take to turn that book into a program it owns. The ten largest firms solved this by buying MGAs. Cole Riccardi built Authentic to rent that machinery to everyone else, and nine of the top ten retail brokerages now work with him on digital programs anyway. In this conversation he explains why he refuses to call Authentic a software company, what he got wrong in the first two years, and why he went after Main Street before he went after the hard market. Guest Bio Cole Riccardi founded Authentic in 2022 after five years at Aquiline Capital Partners, where he invested across the insurance value chain and became convinced that nobody was building affinity insurance programs at scale. He built the company with a co-founder and COO who spent fifteen years as an actuary at AmTrust and a CTO who came out of six years at Amazon, and the platform was architected as multi-carrier, multi-tenant, and multi-product from the first day. Authentic runs out of New York and Dayton, Ohio, is backed by FirstMark Capital, and now sits behind six carriers with programs spanning Main Street, energy, and inland marine. Key Topics -Programs should not be limited to the top ten - The largest brokerages own their own MGAs. Riccardi's argument is that everyone else already has the book and the data, and only lacks the machinery, which is a rentable problem. -An MGA that gives its software away - Riccardi is emphatic that Authentic never wanted to sell software and makes its money in the transaction flow. The technology is what makes it a better trading partner, not the product. -Affinity is product creation, not just distribution - For PushPress, Authentic went through the entire book and built four or five custom class codes that mapped to CrossFit gyms and similar facilities, rather than rating them off generic fitness codes. -Main Street first, on purpose - Rather than chase hard-market classes where premium comes fast, Authentic built a sizable Main Street book to prove that the configured programs were what moved business over, not market scarcity. -Same infrastructure, new practices - A Chubb energy underwriter joined with a thesis about independent power producers being underserved on casualty. That program launched in May, and an inland marine practice was announced the day of this recording. -The captive he overbuilt - Riccardi is direct that as a first-time founder he overcomplicated the early years by building custom captive cells on the back end. The captive still exists and takes smaller slices, but it is no longer the pitch. -Fast nos and the right to win - Authentic has no trucking underwriter and no capacity partner who will raise a hand for it, so brokers asking about long-haul trucking get turned down quickly rather than strung along. Notable Quotes "We never wanted to sell software. I always wanted to be in the transaction flow. We make money as an MGA today. That's always how we will make money." "Nine of the top ten work with us today on digital programs." "We've actually gone after Main Street to start and built up a pretty sizable book there. We wanted to do that so we could prove to ourselves that our technology mousetrap mattered and we weren't just writing business because it was hard to find markets elsewhere." "Can we challenge the status quo that MGAs need twelve points to operate? If you're built on modern systems, I don't think you do." Resources Guest: Authentic: https://authenticinsurance.com/ Authentic, For Brokers: https://authenticinsurance.com/brokers Cole Riccardi on LinkedIn: https://www.linkedin.com/in/cole-riccardi-63a243127/ Host & Organization: Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ Horton International (USA): https://www.horton-usa.com/ Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Podbean, Apple Podcasts, and Spotify.

Tonight we're bringing you our final show here at NJ Spotlight News. For the past 15 years, our team of journalists, producers, photographers and editors have covered this state, telling the stories that have shaped New Jersey and the people who live here. We've covered the administrations of three governors, the destruction and rebuilding after major storms, dozens of election nights, State of the State and budget addresses, political debates, and the rise and fall of some of New Jersey's most powerful politicians. We've hosted community forums and told stories from Main Street, about the people, families and businesses that make this great state what it is. And we faced our own changes: a global pandemic, and a media landscape that continues to evolve at lightning speed. Our mission, though, always remained the same: to be a trusted, thorough source of information, and to bring you the stories we believe you need to know about. So before we close our final chapter, we wanted to look back at that work, the people, and the stories that made this newsroom what it was.

Al & Ernie's Bakery Cafe, which draws 5,000 to 6,000 customers weekly at its Main Street location, is opening a second, smaller cafe in Battle Ground Village at 802 SE 14th Place. The new spot will offer baked goods and espresso drinks, with a full breakfast and lunch menu staying at the original. https://clarkcountytoday.com/story/biz-al-and-ernies-open-second-location-battle-ground-village #BattleGround #AlAndErnies #BattleGroundVillage #ClarkCounty #LocalBusiness #BattleGroundHospitalityCollective #CoffeeShop #Bakery #Washington

This time, Jeremy's on the other side of the microphone!Jeremy joins Nick on the Diz Twitter Podcast to talk about the moments, memories, and friendships that turned occasional Disney vacations into a huge part of his family's life—and eventually became Main Street Magic.From a toddler's unforgettable meeting with Mickey Mouse to a concert trip that sparked a whole new appreciation for Disney resorts, Jeremy shares how it all began. They chat about building the podcast, visiting Walt Disney World month after month, finding fun beyond the rides, and how enjoying Disney changes through different seasons of life. Plus, there's music talk, Disney Cruise Line love, and a reminder of why this community means so much.This episode features approximately the first 45 minutes of a longer conversation. To catch the entire episode, head to Nick's YouTube channel.The full version continues with an honest discussion about livestreaming, content creation, and respecting other guests' vacations; Jeremy's sobriety journey and rediscovering Disney without alcohol; and a lightning round covering favorite resorts, restaurants, festivals, attractions, and more. Yes, a few Disney opinions make an appearance!

What does the American Dream look like today? Small Business Administrator Kelly Loeffler and Agriculture Secretary Brooke Rollins join Erick Stakelbeck for two powerful conversations about the people who build, grow and feed America. Administrator Loeffler shares about American manufacturing, the resurgence of small business, skilled trades and why she believes hard work and entrepreneurship still offer a path to opportunity—even as A.I. transforms the economy. Then, Secretary Rollins gets personal about growing up in rural Texas, her farming roots and her work involving America's farmers and ranchers. She also opens up about her Christian faith and the Bible study she leads with members of the Trump administration. From Main Street to the American heartland, it's a conversation about faith, hard work, opportunity—and whether the American Dream can endure for the next generation. Learn more about your ad choices. Visit megaphone.fm/adchoices

After a three-week break, the News Man Weekly is back. Carl, Zac and Hayden catch up on what they’ve been doing — including Carl’s Alaskan adventure — before diving into the latest Richland County news. This week, the crew discusses record-breaking county sales tax revenue, the final stretch of Mansfield’s $20.3 million Main Street improvement project and new upgrades at Sterkel Dog Park. Plus, Carl counts down his Top 5 things to do on an Alaska vacation. Then, with spooky season officially underway, Carl welcomes Vic Amesquita, owner of Blood Prison at the Ohio State Reformatory. Fresh off opening weekend, Amesquita takes listeners behind the scenes of one of Ohio’s most popular haunted attractions, from designing new scares and developing terrifying characters to recruiting scare actors and managing huge October crowds. This episode is powered by the great folks at Relax, It's Just Coffee. Relevant links: Get your tickets to Blood Prison! Mansfield's Blood Prison is getting ready to welcome you — if you dare Summer surge: June events fuel record-breaking sales tax month in Richland County Main Street Improvement Project enters closing stages of work in downtown Mansfield Paws, partnership and a new chapter at Sterkel Park Be a Source Member for unlimited access to local, independent journalism.Support the show: https://richlandsource.com/membersSee omnystudio.com/listener for privacy information.

The five best hoodie colors for fall and winter 2026.Read more at 1923MainStreet.comShop 1923 Main Street for Snow, Skate and Surf t-shirts, hoodies and sweatshirts.Thank you for listening to the Travel Style Podcast by 1923MainStreet.com.Shop unique and original travel inspired t-shirts, sweatshirt, hoodies and more at 1923 Main Street.Follow along on X, Instagram, Pinterest and Facebook.Thank you for listening and always remember to roam freely and ride boldly.Mike Belobradic--Media provided by Jamendo

Southwest Michigan's Morning News podcast is prepared and delivered by the WSJM Newsroom. For these stories and more, visit https://www.wsjm.com and follow us for updates on Facebook. See omnystudio.com/listener for privacy information.

Cape Cod's only daily show, live from Mashpee on September 28, 2026.TODAY: Lauren DeGregorio, O'playsis and the Bourne Youth Council in Buzzards Bay. THIS WEEK ON CAPE COD: SandwichFest, Oct 3, Sandwich / Candyland Kindness Festival, Oct 4, Buzzards Bay / Love Local Fest, Oct 4, HyannisLauren DeGregorio runs O'playsis, a collaborative arts studio and music lounge in Buzzards Bay, and helps lead the Bourne Youth Council. She and Stephanie cover a rainy weekend of volunteering, this Sunday's Candyland Kindness Festival, and a very full October 17 in Buzzards Bay.IN THIS EPISODEAbout 20 volunteers unload a pumpkin truck in the rain for the Bourne Methodist Church pumpkin patch, which benefits the Bourne food pantryCarve a pumpkin, then drop it at Buzzards Bay Park on Oct 17 to light the Witches WalkA rainy Saturday, a closet cleanout and 250 pairs of socks matchedYoung Y Achievers and getting programs into local schoolsCape Kid Meals and its Keeping the Promise GalaWhy asking for money is so hard for nonprofit peopleQuestion of the day: what slang word gives away your age?Google's most searched teen slang of 2026, including "quiet on the creek"Dungeons and Dragons for adults and Magic the Gathering this October at O'playsisKind Hearts for Kids moves in with O'playsis, which turns three in NovemberRescued plants, marigolds at concerts, and a winter of frozen tomato sauceWho has storage space on the Upper Cape?Two giant pandas land in Atlanta on loan from ChinaCrocs sues Five Below over $7 clogs, and why artists should protect their workTHE WITCHES WALK, OCT 17The Gray Gables witches outgrew their neighborhood and asked the Bourne Youth Council to take over. The day starts with Main Street trick-or-treating, the annual Thriller flash mob and family fun at Buzzards Bay Park. At 4, witches and wizards (21 plus, men welcome this year) check in for a witches dance, a scavenger hunt with brew stops at Main Street businesses, and an after party at O'playsis with Soul Purpose. The studio's Hocus Pocus walkthrough opens the same day.PEOPLE AND ORGANIZATIONS MENTIONEDLauren DeGregorio of O'playsis, Bourne Youth Council, Nicole Mitchell of Kind Hearts for Kids (kindheartsforkids.org), Bourne Methodist Church, Massachusetts Maritime Academy, Mass Cultural Council, Young Y Achievers, Cape Kid Meals (capekidmeals.org), Soul Purpose, Kono Pizza, Events on Cape Cod (eventsoncape.com).MARK YOUR CALENDARSat Oct 3: SandwichFest, Sandwich VillageSun Oct 4: Candyland Kindness Festival, sixth annual, Buzzards Bay, with Lemonadio DJingSun Oct 4: Love Local Fest, Aselton Park, HyannisOct 9 to 31, Fri and Sat: Haunted Hallows and night markets, MashpeeSat Oct 17: Main Street trick-or-treating, pumpkin drop-off and the Witches Walk, Buzzards BayHELP WANTEDThe Kindness Festival still needs craft table volunteers, vendors and nonprofit tables. Email bourneyouthcouncil@gmail.com.QUOTABLE"I opened it up because I found healing through art and I wanted to give that to others." (Lauren)"Everything in my life is tiny and everything that I dream up is big." (Stephanie)"Please don't call me. I don't like answering my phone." (Lauren)Catch every episode on YouTube, and now on Spotify too.Stephanie in the Morning. Every morning we ask and you answer, where locals take the mic. Powered by Lemonadio.

Send us a text and chime in!Route 66, Main Street of America is turning 100, and there's no better place to celebrate than the Heart of Historic Route 66. Kingman, Arizona, will come alive October 16–17, 2026, for the Kingman I ♥ Route 66 Fest, a two day celebration of the history, culture, music and unmistakable spirit of America's Main Street. Held at Lewis Kingman Park, the festival will be one of Kingman's signature celebrations during the historic Route 66 Centennial year. The festival is free to spectators, with free public parking available adjacent to Lewis Kingman Park. Wristbands can be purchased to experience the Fun...   For the written story, read here >> https://www.signalsaz.com/articles/kingman-i-%e2%99%a5-route-66-fest-celebrates-historic-highway/ Check out the CAST11.com Website at: https://CAST11.com Follow the CAST11 Podcast Network on Facebook at: https://Facebook.com/CAST11AZFollow Cast11 Instagram at: https://www.instagram.com/cast11_podcast_network

The 2028 GOP Nominee race is already heating up. Annie breaks down JD Vance vs. Marco Rubio today. We are looking at a wild political landscape, and the stakes for the American people couldn't be higher. From the escalating conflict in Iran to the devastating reality of inflation at the gas pump, Main Street is feeling the pressure of failed policies. Today, we are cutting through the mainstream noise. We dissect Trump's unapologetic foreign policy, explore what the future of the conservative movement looks like, and expose the massive bureaucratic bloat suffocating our economy. It is a straight-talking, no-nonsense look at the issues that actually matter to your family and your wallet. Key Takeaways: * Hour 1: Fox News' Brian Kilmeade joins the show to discuss the escalating Iran conflict, the reality of global nuclear threats, and why Trump's America-First foreign policy kept adversaries in check. * Hour 2: Who is the ideal 2028 GOP Nominee? Annie breaks down the live poll results and debates the future of the MAGA movement, comparing the political strengths of JD Vance and Marco Rubio. * Hour 3: Stephen Moore drops in to expose the hundreds of billions in government fraud under the current administration and explains why true economic prosperity relies entirely on private-sector growth and domestic manufacturing. Don't miss a minute of the action. Subscribe and follow the podcast, leave a five-star review, and stream the full episode to stay informed! Annie's Website: Anniefreyshow.com Station Website: audacy.com/971Talk Follow Annie on X: @anniefreyshow Follow the Station on X: @971FMTalk Annie's Facebook: Facebook.com/Anniefreyshow Station Facebook: Facebook.com/971FMTalk #AnnieFreyShow #Trump2028 #ConservativeNews #BrianKilmeade #Economy

Your ability to remain faithful will be determined by how you interpret the view from where you are. The story of Elisha reminds us that when we steward the field that we are in, our faithfulness is fruitfulness. Join us Sundays at 8:30am, 10am and 11:30am at 2100 Main Street in Sarasota. Be sure to follow us on Instagram @harbourchurch to stay up to date on upcoming events!

In this episode, we sit down with Stephen Zywko, CEO of Compleat, who took the helm in 2024 following his team's acquisition of the company in 2023. Founded in 1978, Compleat has long been dedicated to helping people recover from disasters. Under its new leadership, the company has shifted its focus from traditional advertising to meaningful community engagement. From sponsoring local nonprofits and encouraging employees to volunteer, to offering scholarships and participating in community events, Compleat is committed to making a lasting positive impact. Join us as we explore how this community-focused approach not only strengthens local connections but also keeps Compleat top-of-mind when disaster recovery services are needed. ???? Connect with Stephen Zwyko and Compleat Restorations:  ✅ Website: https://compleatrestorations.com/ ✅ LinkedIn: https://www.linkedin.com/company/compleatrestorations/ ✅ Facebook: https://www.facebook.com/CompleatRestorations/ ✅ Instagram: https://www.instagram.com/compleat_restorations_/?hl=en Thank you for watching Lancaster Connects! This is the show about small business and small charity success in Lancaster county - we showcase the battle on Main Street, big vs. small David vs Goliath, and bring you the best of what makes Lancaster so great. ???? Want to create live streams like this? Check out StreamYard: https://StreamYard.CastAhead.net ➡️ Get your FREE copy of Ben McClure and Jeff Giagnocavo's book - "Sleep Better" https://gardnersmattressandmore.com/sleep-betterLIVE SHOW PODCAST & REPLAYS: ???? Connect with Lancaster Connects:✅ Official: https://lancasterconnects.com/ ✅ YouTube: https://www.youtube.com/@LancasterConnects ✅ LinkedIn: https://www.linkedin.com/company/lancaster-connects✅ Facebook: https://www.facebook.com/LancasterConnectsLancaster Connects is produced by Chris Stone at Cast Ahead:  https://CastAhead.net 

VPM News Host Lyndon German and BizSense Reporter Jonathan Spiers discuss the Richmond region's top business stories of the week including Henrico County's new revitalization effort, First National Bank's move to Main Street and a storefront in Chesterfield County selling classic video games and collectibles.

Wanna know who is really in the top 1%? And how they use their influence? It may not be who you think.Look beyond Silicon Valley. Look beyond Wall Street. Look beyond the “oligarchs”. There's a much larger class of wealthy Americans hiding in plain sight. And, often, they got rich in mundane ways. They own car dealerships. They sell hot dogs and frozen mini-quiches. They run waxing salons. They supply fabricated metal and urinal cakes. They are dentists.Collectively, these "Main Street millionaires" control much more wealth than the billionaire lightning rods who launch rockets into space, appear on manosphere podcasts, and have Hollywood movies made about them. Many of these millionaires have also grown rich enough to afford superyachts, 10,000-square-foot homes, and pet tigers. At the center of their story is a quiet revolution in the American economy: the rise of a particular kind of private business. On today's show, how did the power of the “stealthy wealthy” millionaires come to rival that of the billionaire oligarchs? And, how are they shaping policies that lower their taxes and raise your prices?Read: Our book: Planet Money: A Guide to the Economic Forces That Shape Your Life Our weekly longform Planet Money newsletterOur weekly Indicator round-up newsletterFollow: InstagramTikTokYouTubeFacebookSupport public media with NPR+ and enjoy perks for over 25 podcasts like this one. This show's perks include bonus episodes and sponsor-free listening. Learn more at plus.npr.org.This episode was hosted by Greg Rosalsky and Sarah Gonzalez. It was produced by Emma Peaslee. It was edited by Marianne McCune with fact checking help from Sierra Juarez. It was engineered by Kwesi Lee. Alex Goldmark is Planet Money's executive producer. Music: NPR Source Audio - "Collectible Kicks," "Blazed and Emboldened," and "Arturo's RevengeSee pcm.adswizz.com for information about our collection and use of personal data for sponsorship and to manage your podcast sponsorship preferences.NPR Privacy Policy

Evan Schlossman is a principal at Neostellar, where he focuses on artificial intelligence and emerging technologies, particularly the infrastructure powering AI systems, including compute platforms, data infrastructure, and enabling technologies. Before joining Neostellar, Evan worked in business intelligence at the Lifetime Value Company and as a consultant at Deloitte. With an MBA from Northwestern University's Kellogg School of Management and a background in economics from Cornell, Evan brings a unique perspective on the intersection of technology, finance, startups, and investing. On this episode we talk about: How Evan discovered his interest in technology, business, and investing from an early age Why young people should experiment with different careers, internships, and side projects before deciding what they want to do Evan's transition from pre-med to consulting, startups, and eventually venture capital The rise of “boring” Main Street businesses like laundromats, car washes, roofing, and HVAC companies as potential entrepreneurial opportunities How AI can modernize the back-office operations of traditional businesses and increase their leverage Why Neostellar focuses on the infrastructure powering AI rather than simply betting on the next consumer-facing AI application The investment thesis behind AI infrastructure, including compute, data, memory, and storage Evan's perspective on evaluating businesses based on cash flow, opportunity cost, career stage, and personal goals Top 3 Takeaways Experiment before committing to a career path. You don't need to know at 18 what you want to do for the rest of your life. Internships, side projects, freelance work, and conversations with people in different industries can help you discover what actually interests you. Look beyond the obvious AI companies. Rather than trying to predict which consumer-facing AI application will win, consider the foundational infrastructure that all of these technologies need, such as compute, data, memory, and storage. Don't overlook the value of your own time. When evaluating a business opportunity, especially a small service-based business, consider the opportunity cost of your time and what it would cost to hire someone else to operate the business. Your real economic return isn't simply the business's cash flow. Notable Quotes "It's a matter of talking to people, keeping your options open, right? Trying to identify what's out there, what do you like doing, what sort of fits that intersection of interests and what you're good at." "Don't, you know, undervalue your time, right? Because if you are running this business and that's your day-to-day job, there's an opportunity cost for your time." "No matter what products end up winning in two, three years... what are the foundational components that they are going to need to be a part of?" Connect with Evan Schlossman: LinkedIn: https://www.linkedin.com/in/evanschlossman/ Other: Neostellar — portfolio, team, white papers, quarterly earnings calls, and company information A Word from Our Sponsors: - The most successful business owners don't do it all themselves — they delegate. Upwork lets you build a team of highly skilled specialists for every function your business needs, so you can focus on what you do best and let experts handle the rest. Visit Upwork.com right now and post your job for free! - Scribe captures workflows as work happens and automatically generates step-by-step guides with screenshots and instructions, so no one has to sit down and write documentation from scratch. Learn more at scribe.how/tmm and mention Travis Makes Money for your first month of Scribe Capture free on select plans. Learn more about your ad choices. Visit megaphone.fm/adchoices

The 10-year just closed at 5.22%, but the pain trade may be even higher. This week, 40-year rates trading veteran DCP joins us as we examine the bond selloff and what it would take to actually break something and flip the pain trade in bonds. We explore SOFR hike pricing, AI capex and private credit, diesel's hit to Main Street, market concentration, the quiet consumer stock bear market, and where DCP would finally get long. Enjoy! TIMESTAMPS: 00:00 Intro 02:21 Why Bond Yields Keep Rising 07:30 Can Main Street Survive Higher Rates? 11:15 Can Treasury Stop The Selloff? 16:22 What Can't The Fed Fix? 19:54 Why Higher Yields Remain The Pain Trade 23:13 What Breaks The AI Boom? 26:38 The Generational Bond Bull Market Is Over 29:47 Can Geopolitics Reverse The Selloff? 35:55 How Do You Trade This Market? 39:34 Could 6% Yields Break Markets? 44:21 What Is The Market Hiding? 50:04 The Trade After Something Breaks 53:48 Would You Short The AI Leaders? 58:45 Final Thoughts and Key Trade Levels FOLLOW THE SHOW › Forward Guidance – https://x.com/ForwardGuidance › DCP – https://x.com/Dcpcooks › Felix – https://x.com/fejau_inc › Quinn– https://x.com/qthomp › Telegram – https://t.me/+CAoZQpC-i6BjYTEx › Blockworks. –https://x.com/Blockworks RESOURCES › Weekly Roundup Charts – https://drive.google.com/file/d/1_6xkDwJy-Ux1Ko3q8H8LmOfbVNk-tTlI/view?usp=sharing EVENTS › Join us at Digital Asset Summit 2026 Asia October 7th & Digital Asset 2026 London November 10-11th https://blockworks.com/events › TOKEN2049 Singapore is back October 7–8, bringing together 25,000 attendees, 300 speakers, and 500 exhibitors for. one ofthe biggest weeks in crypto. Get your TOKEN2049 tickets and 10% DISCOUNT here: https://checkout.token2049.com/events/asia?promo=DASPODCAST10&utm_source=fg&utm_medium=podcast&utm_campaign=daspodcast&utm_id=DASPODCAST › Avalanche Summit NYC lands Sept. 16–17. Save 15% with code BLOCKWORKS15: avalanchesummit.com/registration DISCLAIMER Nothing said on Forward Guidance is a recommendation to buy or sell securities or tokens. This podcast is for informational purposes only. Any views expressed are opinions, not financial advice. Hosts and guests may hold positions in the companies, funds, or projects discussed.

Steve Wolfe co-founded Growth Street Partners in San Francisco about ten years ago with his partner Nate Grossman, after a career in software-focused private equity. The firm's name is the point: they don't invest on Sand Hill Road, Wall Street, or even Main Street, but a street or two behind it, where the rent is lower and practical founders put their earnings back into the business. Growth Street has now raised three funds — $70 million, $130 million, and a little over $200 million — with the same strategy since day one. They write $5 to $15 million checks for 20 to 50 percent of vertical B2B SaaS and tech-enabled services companies doing $1 to $5 million in revenue, always as a minority partner. Portfolio companies include Chipply and TeamLinkt, both previous Practical Founders guests. Steve's 2026 answer to the AI shift is a firm-wide operating principle they call "Operation Cole Trickle":  when the race track fills with crashes and smoke, "go high" and avoid the crazy mess. That means returning to first principles — a high integrity founder, real customer value, a strategic piece of real estate — and treating the daily AI headline cycle as a distraction with a very short half-life. Key Takeaways Go High — Drive above the wreck instead of through it, and return to first principles. Minority Stakes — $5-15 million buys 20-50 percent, so founders keep control and keep deciding. Headline Half-Life — Reading AI news daily burns time on knowledge that expires in weeks. Right to Win — Add AI where you already have an edge, not everywhere you see a nail. Exit Discipline — Growth Street models five times revenue at exit, same as day one. Quote from Steve Wolfe, Co-Founder & Managing Partner at Growth Street Partners "We call it founder market fit. We're not buying control of the businesses, which is really a critical component of our strategy. Founders are willing to talk to us because we're a minority investor. What it means for our strategy is that our founders are going to make thousands of decisions without us. So they need to have the same values that we have, because God forbid they don't.we're in big trouble.  "When we think about diligencing a new opportunity, when a business has got $1-5 million of annual recurring revenue and it's growing nicely and everything seems good. But the clay on that business is still really wet, so we can help them mold the business.  "But the founder that we're partnering with, the market that we're entering into, that clay is usually pretty dry. You can't change the founder and you can't change the market. And so that founder better be aligned with you, better have the values that you have. Otherwise, you're in big trouble." Links Steve Wolfe on LinkedIn Growth Street Partners on LinkedIn Growth Street Partners website Steve's earlier Practical Founders episode (#123, with Nate) Podcast Sponsor – DevHawk Every founder I know is trying to move their roadmap faster with AI, but most admit it isn't working. DevHawk is an AI software factory from former practical founder Praveen Ghanta.   DevHawk plugs in a full crew of customized AI agents that handle the whole development job, end-to-end. Not just writing code, but requirements, testing, shipping, and maintenance.   Add their AI agents to your org chart and run them yourself--or have the DevHawk team manage the software factory for you. Either way, you get a team that works while you sleep, and a roadmap that can move 5-10x faster within a month.   Head to devhawk.ai/practical to book a conversation about how DevHawk can help.  The Practical Founders Podcast Tune into the Practical Founders Podcast for weekly in-depth interviews with founders who have built valuable software companies without big funding. Subscribe to the Practical Founders Podcast using your favorite podcast app or view on our YouTube channel. Get the weekly Practical Founders newsletter and podcast updates at practicalfounders.com. Practical Founders CEO Peer Groups Be part of a committed and confidential group of practical founders creating valuable software companies without big VC funding.  A Practical Founders Peer Group is a committed and confidential group of founders/CEOs who want to help you succeed on your terms. Each Practical Founders Peer Group is personally curated and moderated by Greg Head.

A lack of warning signage for Heavy Goods Vehicles is said to be causing traffic chaos in Killaloe. It's been claimed that HGV's are getting stuck on the town's main street on a weekly basis, and are often being held up for an hour at a time. It's understood the issue will be investigated by Killaloe Municipal District Engineers. Killaloe Fianna Fáil Councillor Tony O'Brien says action is urgently needed.

What happens when a small group of exceptionally wealthy people holds a growing share of a country's income and wealth? And what can economics tell us about the forces behind that concentration?   In this episode, we are joined by Owen Zidar, professor of economics and public affairs at Princeton University and coauthor of the forthcoming book The Everywhere Millionaire. We explore the rise of the millionaire class, how tax policy shapes inequality, and why the geography of wealth matters when trying to understand the economic landscape.   We also discuss the role of entrepreneurship, industry-specific knowledge, and concentrated ownership in building wealth. Owen shares insights from extensive Treasury data, interviews with business owners, and research into the paths taken by millions of entrepreneurs. The conversation examines why access to capital may be less important than practical experience, how private equity can help or hurt business owners, and how local business consolidation can affect both consumers and workers.   Finally, we explore the influence of "everywhere millionaires" on public policy, the impact of interest rates on wealth valuations, and possible ways to expand access to entrepreneurial opportunities without undermining economic growth.   Sources From Today's Episode — https://zbib.org/75a6ae2e79a34ba8b5fb632f54816447 Books From Today's Episode — The Everywhere Millionaire: Who Is Really Rich in America and How They Got There by Owen Zidar Key Points From This Episode: (0:01:15) Why the typical wealthy American is more likely to be a business owner than a celebrity or Wall Street executive. (0:02:12) How "everywhere millionaires" can provide a roadmap for building wealth and understanding inequality. (0:03:33) The rise of entrepreneurial income among the top 0.1% over the past several decades. (0:04:48) Why the inequality debate often overlooks wealth generated by private businesses. (0:05:48) Why the typical millionaire is more likely to be found on Main Street than Wall Street. (0:06:32) The ordinary—and sometimes unusual—industries that produce substantial wealth. (0:08:01) Why building wealth through business ownership often takes decades. (0:08:54) The role of concentrated ownership and the risks involved in becoming wealthy through entrepreneurship. (0:09:51) How failed businesses can still provide valuable human capital and career opportunities. (0:10:46) Which early-career paths may put people on track to become business owners. (0:12:14) Why domain expertise and industry experience can matter more than access to capital. (0:15:25) The Treasury data, tax records, research papers, interviews, and other sources behind The Everywhere Millionaire. (0:16:54) How lower interest rates, tax cuts, deregulation, and globalization contributed to wealth accumulation. (0:18:18) What the data suggests about academic performance, risk-taking, and entrepreneurial success. (0:19:52) Why attending an elite university is not necessarily a prerequisite for becoming wealthy through business ownership. (0:20:57) The importance of early labor-market experience and practical knowledge in entrepreneurship. (0:22:17) The factors that help certain places foster upward mobility. (0:30:14) How family businesses, inheritance, and succession can shape the distribution of wealth. (0:38:06 How business owners can successfully exit their companies, including the role of seller financing. (0:39:09) The potential benefits and drawbacks of private equity for business owners. (0:41:33) How "stealth consolidation" can allow businesses to gain local market power without attracting regulatory scrutiny. (0:42:55) The possible relationship between product-market power and labor-market power. (0:44:33) Whether the United States is experiencing a new Gilded Age—and how today's wealthy differ from those of the past. (0:46:07) Why local business owners can have significant economic and political influence in their communities. (0:48:47) How interest rates affect the value of private businesses and other assets. (0:49:49) How apprenticeships and alternative career paths could expand access to financial success. (0:50:41) What aspiring entrepreneurs can do to reduce risk and improve their chances of success. (0:51:45) Potential approaches to reducing inequality while preserving incentives for business growth and investment. (0:53:48) Owen's reflections on family, personal fulfillment, and how he defines success.   Links From Today's Episode: Meet with PWL Capital: https://pwlcapital.com/ PWL Team — https://pwlcapital.com/our-team/ Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on YouTube — https://www.youtube.com/channel/ Rational Reminder on Spotify —https://open.spotify.com/show/6RHWTH9iW7hdnA7eAg7ukO?si=fe7f60349b584026 Benjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Owen's website - https://www.everywheremillionaire.com/ Owen's LinkedIn - https://www.linkedin.com/in/owenzidar/ Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)  

Ever wonder what a single frustrating return is really costing your store? In Episode 285, Kathy Cruz breaks down why your retail return policy affects a lot more than the merchandise sitting at the cash wrap. She walks through the sales you might be losing before a return ever happens, what it really costs to restock a "generous" return, and why the gap between your written policy and your actual policy can turn you into the return department. If your store is heading into its busiest season, this episode will help you see whether your current policy is working for you, or quietly working against you. Plus, hear about the Shop Planner give-back initiative with Heart on Main Street, and a reminder that the 2027 Shop Planner is still available at regular price through the end of the year for anyone who missed the early bird window. For show notes, including links to the documentary and resources mentioned in this episode, visit www.savvyshopkeeper.com/285 Kathy Cruz is an Independent Retail Coach who helps store owners work smarter, profit more, and grow their brick and mortar businesses.  Connect with Kathy and learn more here: Website: Savvy ShopkeeperInstagram: @savvyshopkeeperMastermind Group: Master Shopkeepers

David Bahnsen, Founder & Managing Partner, The Bahnsen Group From $600mm to $10.5B, David Bahnsen built The Bahnsen Group almost entirely through organic growth. He shares the decisions behind that growth, the value of reinvesting in the business, and why selling to longtime partner Hightower became the right next step. In Summary David Bahnsen left Morgan Stanley in 2015 with eight people and $600mm in client assets, motivated less by dissatisfaction than by what he calls being “intoxicated by the idea of freedom.” Eleven years later, The Bahnsen Group has grown to $10.5B in assets, 106 employees, and 13 offices—with virtually all of that expansion driven organically.  But the more instructive story is how that growth happened. David explains how original content and thought leadership became a powerful source of new business, why attracting clients only matters if the firm can deliver an experience that keeps them, and how continual reinvestment in people, tax, planning, investment management, and family office services helped turn a founder-led practice into a national enterprise. He also shares the thinking behind his decision to sell The Bahnsen Group to Hightower after more than a decade of working within its ecosystem. The transaction gives the firm greater resources for technology, HR, supervision, and future inorganic growth while allowing David to maintain control over the brand, P&L, strategy, and client experience.  The Storyline When David Bahnsen first appeared on the Diamond Podcast in April 2020, The Bahnsen Group was five years removed from its Morgan Stanley breakaway and had grown from $600mm to roughly $2B. Today, the firm manages $10.5B across 13 offices with more than 100 employees. The numbers are notable, but David's approach to building the business provides the real lessons. Rather than pursue acquisitions, The Bahnsen Group built an organic growth engine around content, thought leadership, and a distinct investment philosophy. David's Dividend Cafe now reaches roughly 35,000 subscribers organically, but he is clear that attracting prospective clients was only half of the equation. The firm continually invested in the people, capabilities, and services necessary to deliver on what the content promised.  That philosophy extended to how David structured the business. He chose to keep functions that created what Louis describes as “surplus value” inside the firm while relying on Hightower for areas such as supervision, regulatory support, and technology. At the same time, David resisted the temptation to maximize current margins, instead investing in advisor capacity, planning, tax, investment management, family office capabilities, and infrastructure. The result was a business with significant organic growth and enterprise value. Now the story enters its transact phase. After years of operating within Hightower's ecosystem, David agreed to sell The Bahnsen Group to Hightower. Yet the transaction is less an endpoint than another evolution of the model: Hightower becomes owner while David retains substantial operating autonomy and gains resources to professionalize the firm further and supplement its organic growth with carefully selected acquisitions. It's the full Build, Grow & Transact arc—and an example of what can happen when independence is treated as the beginning of building a business rather than the destination.  Topics Covered How The Bahnsen Group grew from $600mm to $10.5B Building an organic growth engine through content and thought leadership Why attracting clients is only the beginning of sustainable growth Reinvesting profits to build long-term enterprise value Creating advisor capacity without sacrificing the client relationship Deciding what capabilities to own versus outsource Why maximizing margins can limit the business you ultimately build The evolution of David's relationship with Hightower Why Hightower became the natural buyer of The Bahnsen Group Preserving autonomy and continuity after a transaction Balancing organic growth with future acquisitions Why independence can be a starting point rather than an end goal > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why freedom – not dissatisfaction – drove the breakaway. [04:44]David explains why he left Morgan Stanley despite being successful and well served there. The appeal was ownership: the ability to control how the business operated, how clients were served, and what the firm could ultimately become. How authentic content became an organic growth engine. [09:34]What began as written market updates during the 2008 financial crisis eventually evolved into Dividend Cafe, books, television, podcasts, and other thought leadership. David explains why the content works precisely because attracting clients was never its primary purpose. Why attracting clients isn't enough. [15:59]A strong content engine can create interest, but the business still needs to deliver. David describes the continual investment in planners, tax capabilities, investment management, family office services, and client experience that allowed the firm to retain and serve the clients its content attracted. Knowing what creates “surplus value.” [22:03]David and Louis discuss the importance of identifying what a firm does exceptionally well and what is better handled by an outside partner. For The Bahnsen Group, that meant keeping investment management, business development, branding, and the client experience close while outsourcing functions such as supervision, regulatory support, and technology. Why maximizing income and building enterprise value are different objectives. [25:08–35:26]David explains why he has continually reinvested in the firm rather than optimizing margins, while Louis connects that philosophy to a recurring Build, Grow & Transact theme: owners willing to sacrifice some current income can create capacity, growth, and greater enterprise value over time. How the advisor role changes in a scalable enterprise. [29:15]With advisors limited to roughly 80 households, The Bahnsen Group surrounds them with planning, tax, estate, operations, marketing, content, and business development resources so they can concentrate on client relationships. David also explains why he believes the industry has more of an “opening business” problem than a closing problem. Why Hightower became the buyer. [37:09]David wasn't looking to sell. He explains why maintaining control over the brand, P&L, hiring, strategy, and business was non-negotiable—and how Hightower structured a transaction that preserved that autonomy while adding resources the firm needs for its next phase. Why inorganic growth is now entering the picture. [44:01]At $10.5B, the law of large numbers changes what 30% growth requires. David explains why acquisitions will become a supplement to—not a replacement for—the firm's organic growth engine, with cultural fit playing a critical role in the strategy. Why independence was always the beginning. [50:51]David never viewed breaking away as the achievement itself. Independence gave him the ability to build the business he envisioned, and he now sees the Hightower transaction as the beginning of another phase of that journey. Key Takeaways Organic growth is more than business development. The Bahnsen Group's content creates awareness and opportunity, but its growth has been sustained by building the capabilities necessary to deliver an increasingly sophisticated client experience. Enterprise value often requires sacrificing current income. Hiring ahead of need, expanding services, creating capacity, and investing in infrastructure may compress margins today while building a stronger and more valuable business over time. Scale should support relationships, not replace them. David rejects the idea that client relationships themselves can be scaled indefinitely. Instead, the firm scales the resources surrounding its advisors so those advisors can remain focused on clients. Outsourcing can be a strategic advantage. The goal is not necessarily to own every capability. David's approach is to retain the functions where the firm has passion, expertise, or differentiation and leverage outside scale for others. The right transaction can preserve what already works. David's decision to sell was contingent on maintaining meaningful control over the brand, strategy, P&L, and operating model rather than changing the formula that created the firm's growth. Organic and inorganic growth don't have to be competing strategies. The next phase will combine The Bahnsen Group's existing organic engine with selective acquisitions designed to add scale without creating a collection of disconnected businesses. Independence is a means, not necessarily an end. The larger lesson from David's story is that independence created the freedom to build. What mattered afterward was how that freedom was used. https://youtu.be/_s8MFJtrbS0 Quotable Moments “I was very intoxicated by the idea of freedom.” — David Bahnsen [04:44] “Relationships don't scale.” — David Bahnsen [29:15] “Twenty cents of something big is a lot more than 40% of something small.” — David Bahnsen [33:31] “I did not want to go to independence as an ending point. It was a beginning.” — David Bahnsen [50:51] FAQs How did The Bahnsen Group grow from $600mm to $10.5B? The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. How did content creation contribute to The Bahnsen Group's growth? David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Why does David Bahnsen believe in reinvesting in a wealth management business? Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. Why did David Bahnsen sell The Bahnsen Group to Hightower? David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. Will The Bahnsen Group continue to operate independently after the Hightower transaction? According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. How will The Bahnsen Group grow after the Hightower transaction? David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. What can financial advisors learn from David Bahnsen's independence journey? His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. The firm's growth was overwhelmingly organic. David attributes much of the business development engine to original content and thought leadership, supported by continual investment in advisors, planning, tax, investment management, family office capabilities, and the broader client experience. David began writing regular market commentary during the 2008 financial crisis. After becoming independent, he developed that work into Dividend Cafe and expanded into books, television, video, and podcasts. Dividend Cafe now has approximately 35,000 subscribers, which David says were acquired organically. Rather than maximizing current profit margins, David has invested in people and capabilities when he believes they will improve the client experience or create a better environment for advisors. His philosophy favors building a larger, more durable enterprise over extracting the maximum amount of current income. David says he was not actively looking to sell. The transaction became attractive once Hightower was willing to preserve the firm's autonomy while providing additional resources in areas including HR, technology, AI, supervision, and future inorganic growth. According to David, the firm will operate as a wholly owned independent subsidiary. He expects to retain authority over the P&L, hiring and firing, strategy, branding, and other core aspects of the business while drawing more extensively on Hightower's resources. David expects organic growth to remain the foundation. However, as the firm becomes larger, he plans to supplement that growth with selective acquisitions and advisor additions that fit The Bahnsen Group's system and culture rather than simply aggregating assets. His experience illustrates the importance of defining what independence is intended to accomplish. For David, leaving the wirehouse was not the destination; it provided the control necessary to invest, create, hire, build services, and develop an enterprise around the client experience. Related Resources The RIA Builder's Blueprint How the Freedom to Communicate During a Crisis and Beyond Translated to 4x Growth for this ex-Morgan Stanley Team Mentioned in This Episode Dividend CaféThe Bahnsen GroupHightower David L. Bahnsen Founder, Managing Partner, and Chief Investment Officer David L. Bahnsen is the founder, Managing Partner, and Chief Investment Officer of The Bahnsen Group, a national private wealth management firm with offices in Newport Beach, New York City, Bend, Nashville, Minneapolis, Austin, Phoenix, West Palm Beach, Dallas, and Grand Rapids, managing over $10 billion in client assets. Prior to launching The Bahnsen Group, he spent eight years as a Managing Director at Morgan Stanley and six years as a Vice President at UBS. He is consistently named one of the top financial advisors in America by Barron's, Forbes, and the Financial Times. He is a frequent guest on CNBC, Bloomberg, Fox News, and Fox Business, and is a regular contributor to National Review. He hosts the popular weekly podcast, Capital Record, dedicated to a defense of free enterprise and capital markets. He writes a weekly macro commentary at dividendcafe.com. David is a founding Trustee for Pacifica Christian High School of Orange County and serves on the Board of Directors for the Acton Institute, National Review, and Hightower Advisors. He is the author of several best-selling books including Crisis of Responsibility: Our Cultural Addiction to Blame and How You Can Cure It (2018), There's No Free Lunch: 250 Economic Truths (2021), and Full-Time: Work and the Meaning of Life (2024). His newest book, Profit from the Profit: The Past, Present & Future of Dividend Growth Investing, was released in August 2026. David's true passions include anything related to USC football, the financial markets, and politics. His ultimate passions are his wife of 24 years, Joleen, their children, Mitchell, Sadie, and Graham, and the life they've created together on both coasts. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: David Bahnsen on Building a $10.5B Business Worth Selling A conversation with Louis Diamond and David Bahnsen, Founder & Managing Partner of The Bahnsen Group.     Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: David Bahnsen on Building a $10.5B Business Worth Selling. It’s a conversation with the founder and managing partner of the Bahnsen Group. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: There’s a big difference between breaking away to create a better version of the business you already have and breaking away because you see an entirely different business you want to build. And I think that distinction becomes even more important as we look at what creates real enterprise value in the wealth management industry today. My guest, David Bahnsen, is a pretty remarkable example. David first joined us in April of 2020, five years after leaving Morgan Stanley with eight people and 600 million in assets. At that time, the Bahnsen Group had grown to roughly two billion. Today, it’s a $10.5 billion business with more than 100 people and 13 offices across the country. Perhaps the most interesting part of that growth story is that virtually all of it has been organic. David didn’t build the firm by buying AUM. He built it by creating an authentic voice, an incredibly effective content engine, investing heavily back into the business, adding services clients actually wanted, and being very deliberate about what his team should own versus what was better outsourced. There’s a lot in that playbook for any advisor who wants to build a business with real enterprise value. But David’s story also gives us something we often don’t get to examine, the full build, grow, and transact arc. For more than a decade, Hightower went from employer to service provider while David maintained ownership and control of the business. Now, the Bahnsen Group is being sold to Hightower, giving David additional resources to pursue the next stage of growth while preserving much of what made the firm successful in the first place. So we get into the decisions behind that extraordinary organic growth, why maximizing current income can work against building long-term enterprise value, how David thinks about content, clients, and scale, and ultimately why someone who was once intoxicated by the idea of freedom decided the next right move was to transact. It’s a great case study in what can happen when independence becomes a starting point rather than the destination. So let’s get to it. David, thank you for coming on our show again. David Bahnsen: Well, it’s wonderful to be back with you. I love listening to the show every week. Louis Diamond: Oh, there you go. Just flattering us now. So for anyone who probably, myself included, doesn’t remember the last time you were on our show, it was April of 2020, a time warp into a crazy time. It was the five-year anniversary of your breakaway in the very, very beginning of the pandemic. Then you still had an amazing business, two billion in assets. But for listeners who may have missed it, and even just to catch us up, can you give us the quick version of your origin story of leaving Morgan Stanley in 2015 with 600 million and eight people and why you did it, just the speed round of compressing a stressful and very important time in your business arc? David Bahnsen: So I was one of those people that in an almost cliche, typical way, the types of folks that your business deals with all the time, left because I wanted independence. I wasn’t unhappy at Morgan Stanley. I wasn’t in need of any particular change, but I was very intoxicated by the idea of freedom and became very committed to the idea that if I were going to run my own business, I needed to run my own business. It started in 2014. We made our official exit in early 2015. And as you said, there were eight people, all of which were folks on my team at Morgan Stanley and 600 million of client assets, and we basically moved 100% of that. When I was on the podcast, April 2020, it’s funny when you were saying that, I can visualize myself at my home office at that point in time in Southern California recording this. And we would’ve been our five-year anniversary, couple billion, so we had a little bit over tripled. We probably had, if I remember correctly at that time, 25, 30 employees. And it’s interesting the linear arc of it, because you fast-forward now, we’re at 10.5 billion and 106 employees. And so it’s just proportionate, the AUM and the headcount and the time gone by, it’s been a very nice, steady arc. But I really loved the idea of being independent. I turned 40 years old in 2014 when I began the extensive due diligence that led to me leaving Morgan Stanley. And it really was that moment that I said, “If I’m going to stay as a corner office guy at a wirehouse, I will stay at Morgan Stanley forever.” I had no issues there. My manager at the time is still, to this day, my best friend in the world. We’re like brothers. I just dedicated my new book to him. I wasn’t unhappy with Morgan. I just liked the idea of having my own business and haven’t looked back since. Louis Diamond: Amazing. Seems like it was probably a pretty good move based upon what you shared, but I think it’s an interesting perspective because I feel like I’m starting to see that more and more is the profile of the advisor who doesn’t have these intense pain points and is relatively well served, is going to be successful, knows how to operate at their firm, but they just want something more. There’s an intangible that staying isn’t going to solve for them. For many, it’s being a business owner, like the path you took. For others it’s, hey, I just want to be recharged. I don’t want to be static. I want something different. I want to monetize. I want to work in a bit of a different way. I think you’re early on that trend, to be honest with you. You were probably right in the middle, even probably even the beginning innings of the independent movement, and I am very excited to dig into how you got from 600 million in 2015 to over 10.5 billion, 11-ish years later. So let’s jump to today, and we’ll spend some time going through dissecting that growth. But today, like you said, 10 and a half billion under management, 100 plus people, 13 offices, including Santa Barbara where you just opened, but Newport Beach, New York City, Nashville, Tennessee, Palm Beach. It’s a real national firm. And I read that you’ve grown over 30% organically over the last decade. So when you look at the firm now versus 2015, what stands out the most? Let’s really dive into that. David Bahnsen: Well, a lot of this is where we’re going to end up going later in the conversation with where I see the next iteration of the company. But when you talk about the last 10 years, it has been the textbook definition of organic growth. There are 13 offices open and zero of them came by acquisition or merger or purchase. We’ve hired two or three advisors out of our 26 advisors that had a little bit of a book, but I mean under 100 million. We never paid for it. I’m talking about hiring people. But you’re looking at an organic story, and I am proud of that, but I also recognize that it wasn’t intentional. And what I mean by that is I didn’t have this strategy in 2014, ’15 where I said, if I can just go independent, I have this evil genius behind me that is going to drive a mousetrap that will get me up to 10.5 Billion. I’ve been as surprised, as many outside observers, but I have a lot of gratitude for it. I understand now why it has worked, and I think that there are people inside of our business that are a little more qualified to understand how the business works than people who are outside of it. Your consultants and professional investors are very smart at what they do, but they don’t necessarily always understand that advisor-client dynamic. And I get why we’ve been successful with it. But I also don’t want to take credit for it as if it were this master strategy. We just tried things and those things that worked, we kept doing more of, and this is where we are. A lot of it, and I spoke to Mindy about this six years ago, it’s been content creation, thought leadership, and the voice that, much to my surprise, has attracted people and never doing it for the purpose of attracting people. This very natural and sincere delivery of a belief system about markets, about the economy, about the world around us, I share things sometimes about my faith, politics in a public square. I’m on television, this podcast. And then the major driver is the written word, which some people might be shocked to hear as we’re talking about a podcast still even exists. But my weekly Dividend Cafe, which is my weekly market commentary, is up to 35,000 subscribers, 100% organic. We’ve never done anything to get any subscribers. And our video and our podcast and everything, the books I write, the television hits, they all have their audience. But most of it goes through that written word. That’s where I get to connect with people that if they like me, they may end up becoming a client. And if they don’t, they won’t, but that’s really been our story though. Louis Diamond: That’s absolutely amazing. There’s so much to unpack there. That amount of growth without anything inorganic, especially the way this industry is going, I don’t think I’ve ever heard that before. That’s amazing in and of itself. But just the way you can track back your meteoric rise to content creation, I think for many listening, it’s either, “Oh my God, that seems so daunting and so crazy.” Others would be like, “Well, I can’t do that, but that sounds great. Of course, he’s been able to grow because he can have an original voice.” As a firm that puts out a lot of original content, podcasts written, Mindy wrote a book, white papers, et cetera, I know the amount of work and dedication and commitment it takes to stick with that for so long. So if you don’t mind, can we double-click into that written word story? How did you get started with it and what’s been the arc or the growth journey? Someone who’s listening who would love to do that, where did you get started? You didn’t just all of a sudden have a book and show up on TV. How did you get started? David Bahnsen: In the truest sense of the word, I grew up loving writing. My father died in his 40s and I was only 20, but he was an intellectual, a brilliant writer, had several books, and I was a nerd in high school. Luckily, I had basketball so that I could still meet a girl here and there and have friends on the team. But I mean, if it were up to me, I would’ve been home reading books and writing papers, and I would turn in extra credit papers more than I would study for a test because I loved writing. So the written thing was there. I don’t know if I was ever good at it or not, but I know I loved doing it, and I would credit my late father with the early seeds of that. When the financial crisis happened in September, the actual week of Lehman’s bankruptcy, September of ’08, about three, four days later, Morgan Stanley’s credit default swaps were blowing out, and now it was not just the market was crashing every day. And of course at that point, Merrill had gone down, AIG had gone down. We were in this cascade, and everybody who lived through it remembers it all well. I remember every detail of it like it were yesterday. But all that happened was once I got my 80th call about what the hell was going on with Morgan, I decided to write up a piece, not send it to compliance for approval and send it out to everyone. And if the firm was at risk of not making it for another day, I wasn’t especially worried about compliance getting mad at me at the time. And I did that, and then a couple days later did it again, just broad update on everything going on, and I never stopped doing it. That’s what it was, just every Friday since September 2008. And then when we left Morgan, at some point along the way I started getting compliance approval and getting a bit more of an audience. We had hundreds of clients that were reading it, and we’d have a few guests that would ask to be signed up as clients were forwarding it around, but that was it. It didn’t have a website, it didn’t have a subscribe feature, it wasn’t a real blog or anything like that. So then in going independent, I was able to incubate it, and we branded it as Dividend Cafe. We’re Dividend Growth investors at my firm. So we put a brand around it. We had a website, and I think we started a podcast and video that was becoming a very large medium around the mid-tens as well, and so we added that shortly later, but it was just because I had the freedom to do it. And then I did do some hit on CNBC like Asia or CNBC World or something. It wasn’t anything with a big audience, but then we sent the clip to someone at Fox and they really liked it, and then they had me, and then I started getting invited more regularly. So now the TV thing was happening, and I always say that TV can be a really good thing for a very small number of people. Obviously, Josh Brown has been incredibly successful with it. He’s very good at it, and it’s done okay. It’s done well for me, but it’s different than people think. You do not go on TV and then get done and all of a sudden the phone rang and someone said, “I saw you. You’re so handsome. I want you to be my advisor.” What it does is it might drive them to other content. It might drive them to the internet where they’re going to find other things about you. And if my name was David Johnson instead of David Bahnsen, I think I would’ve got lost in the SEO and nothing would’ve come of it. I really believe that. But it enabled some people that liked what they heard on TV to start following me in other more substantive and perpetual mediums. And then in 2017, I wrote a book that I wouldn’t have been able to write at Morgan Stanley. I had very strong opinions about the origins of the financial crisis. And I did not believe the left-wing narrative that it was caused by unfettered markets, and I didn’t really believe the right-wing narrative entirely either that it was exclusively caused by government intervention. I believed that all of those things were true but were missing this cultural and moral component about Main Street. I wrote a book on it and I thought there might be 200 clients of my firm that would read it, and it ended up being a bestseller, and that created more television invitations and just to a slightly larger audience. And at this point now, I realized that all of these things were dovetailed together, content, the mediums, coming to Dividend Cafe, coming to an authentic point of view about markets. And then, and this is the thing that is so important because of what you do and do so well in your business and within the kind of practitioners that listen, it wasn’t enough to have a mousetrap that drew people to us. We had to keep them. We had to deliver an advisory experience, and so we were just relentlessly reinvesting back in the business, adding planners, adding tax, adding more investment sophistication, family office, just improving our business, and that’s why we’ve added so much to headcount because we have just constantly wanted to really be what we were attracting people to. Louis Diamond: It’s amazing. The key themes I heard there, there’s a lot, but is it’s not one thing that works. It’s a coordinated strategy. I can attest to that for the content work that we do. There isn’t one single point of growth that comes from content creation. It’s everything working together. You don’t know, especially in this day and age, how people consume information or how a message gets across to them, whether they’re a reader, whether they find you in AI, whether they watch video, whether they saw CNBC in their barbershop. So I think that’s absolutely amazing, and congratulations. Let’s talk a little bit about your breakaway setup, if you will. So when you broke in 2015, you signed on with Hightower, but in a bit of a different way, certainly different than today. You paid Hightower an override on your revenue, or basis points and assets, to be on their platform. But you owned 100% of your business, ran your own P&L, and they provided certain services to you. Thinking back to 2015, and then even up until your recent decision to sell to Hightower, why did you structure it that way rather than under their brand or as an employee or even just having your own RIA, especially given your size and scale? David Bahnsen: There’s actually one piece missing there. You may not have known, but I think is important to the story. When we came in 2015, we were employees and they had a 50/50 net model, and we joined in that capacity. And then when they recapped in 2017, brought a new investor on, eventually changed CEO about a year later, at that point, we were growing. I felt very comfortable with the independent space. I now knew what I didn’t know. I knew what I thought they did well, and I knew what I thought we could do well, and I took advantage of that moment to say, “Guys, I need to be on my own. We need to run our own firm, our own finances, our own payroll, our own brand.” And what the investors wanted at that time was some sort of affiliation that they could count on and not be vulnerable, but I didn’t want to sell and I wanted full control. So I got control, much better control than I had had in my first couple years, and they got a extension of agreement of these services that they could feel good I was going to be a part of their ecosystem. And the cash flows were pretty meaningful as we grew from, at that point, a billion to over 10 billion, and we became obviously a very meaningful contributor to their earnings and revenues. And the CEO who came in was the second CEO in the history of the company. And they now have a third, but that individual, Bob Oros, I knew well because he had been at Fidelity when I chose Fidelity as our primary custodian. Bob and I got along very well. And so over the years, there’d be things that we had impediments that we had to work through, and we worked through them just like adults, like businessmen and women and got stuff done. So it was a good relationship. But we were really quite independent. Very few of my people that worked at Bahnsen Group even knew who Hightower was because we had our own brand, we had our own investment process, the HR, the payroll. And unlike a lot of the other platform teams, they didn’t have too many platform teams, but ours, the accounts payable were massive. I mean, we had to have a whole finance department just because of our growth. So it became a difficult thing for them at this stage to have such a meaningful company within their ecosystem not aligned and not harmonized within the economic model of the rest of the firm. But I would say that decision for 2017 until this year, I don’t regret it at all. Hightower doesn’t regret it at all. They benefited immensely from this growth we’ve gone through, and I very much desired that freedom. Look, if I’m being very candid, Louis, you brought up why didn’t go on my own ADV? At the time in ’14 and ’15, I didn’t know enough. I didn’t understand. And I met with Focus, I met with Dynasty, I met with some others, and you just meet with different people, hear the stories, and the one I went with was Hightower, and there’s pros and cons to all the models. It’s one of the things I wasn’t joking at the beginning. I listen to your guys’ show every week. I’m a sucker for everything happening in our industry. I hear the stories of different successful advisors, and every one of them resonate with me in one way. There might be nine ways it doesn’t resonate, but one way that does because there’s always something that each person’s looking for that some of us can connect with. And at the time, I didn’t know what I didn’t know, but I felt good about the Hightower story, went in that path, and I would argue that we got the best of all worlds in that 2017 to 2026 story because we really got to function independently. We were under their corporate RIA, but other than that, felt very independent. And that’s a testimony to Hightower that they honored that autonomy, but I think it gave me the entrepreneurial thing I needed, and I’m grateful for it. Louis Diamond: Fantastic. So let’s say from the 2017 to 2026 timeframe when you decided to finally sell to Hightower, how did you weigh the leverage that outsourcing certain things provided your business versus paying a fee, obviously, more than what it cost Hightower and not having complete and utter control over your business? How do you track that to your growth, if at all? David Bahnsen: The criteria was always anything we like doing or are good at doing, we’re going to do it, whether Hightower offers it or not. So for example, I’m sitting here in a beautiful office. We have the 31st floor of a building on 54th Street and 6th Avenue, and Hightower has a whole facilities department. We’ve done 13 office leases with no involvement from their facilities department because my wife loves designing the offices. She’s an interior designer. My team loved picking our own locations. I didn’t find negotiating with a broker all that hard. So we were able to do it, we liked it, so we did it. But then the supervision side, the regulatory side, and candidly, a lot of the technology side, which is where some of our talk is about to go in terms of the new transaction, those things I felt more comfortable outsourcing to Hightower who had entire departments and resources geared towards it. And we would do them if we had to, but we weren’t passionate about it. I didn’t want to go understand all the nooks and crannies of the regulatory apparatus. So that was part of their ecosystem, and we were happy to utilize their services there. Investing money, financial facilities, the business development mousetrap we built, those things we were good at, and so we held onto that, and that’s how we viewed the division of labor. Every firm, RIA, IBD, a wire, W, it doesn’t matter. Everyone who optimizes this challenge of doing what you like and not doing what you don’t like is going to grow. It’s hard to do. It’s easier said than done, but that’s the challenge right there. Louis Diamond: I absolutely love that. I think it’s so true, knowing what’s actually going to add surplus value relative to the amount of time you’re doing versus what’s commoditized or back of house or isn’t something that lights you up. Because there’s plenty of RIAs that I’ve interviewed or that I know where they enjoy building technology, they like designing their own compliance organization, and to them, that’s their superpower. That’s what makes them different. For you, it sounds like it was very clear. You knew exactly what you wanted to do. As long as you’re able to still do it, you’re very comfortable with outsourcing certain things that would’ve been a distraction or something that you and your team weren’t world-class at. I want to talk a little bit about some of the deliberate choices you made to take the business from, I would assume it was you as the rainmaker, and now you said you have over 25 advisors. So just thinking about hiring, structuring the business, investing in the business and platform, because I’m sure you’ve had the temptation, maybe not because you’re a business builder, but I think a lot of people love, “Hey, I can make a ton of money if I don’t make that second, third, 125th hire, and instead I just take cash flow. I don’t necessarily need this person. I can make more money or distribute more to my partners.” So I’d love to hear a little bit about some of the deliberate choices you made on hiring and investing in your business. David Bahnsen: There’s two things that I am very hesitant to take credit for, even though they’re true. You had mentioned before when we left in 2014 that we were early innings of wirehouse defections to the independent movement. I was early, but I wasn’t a first inning guy. The real trailblazers were going in 2006, 2007, 2009. 2014 is a lot earlier than those that have gone in the last two or three years, but I was like a third or fourth inning guy, and I don’t deserve credit to be a first inning guy. The other issue is that I reinvest in the business constantly and have not been greedy about maximizing all the margin, but that is easy to say once you’ve already scaled the business, right? You’re already in a place where things are going very well, and then from there, deciding you just really want to run the business the way you want to run it. It’s not as selfless a decision as people may think. It was a luxury. And at the same time, I cannot tell you how bizarre I think it is when people are focusing on maximizing margin versus running the business that they want to have. It’s a high-margin business. There is not a lot of operating leverage in it. More or less, not completely, but more or less expenses go up in proportion to revenue. Particularly for us opening new offices and hiring a lot of new people, our biggest overhead far and away is people. And we started an ETF a couple years ago and I got a chance to learn the polar opposite where my business has tons of pricing power and very little operating leverage and asset management has unbelievable operating leverage. I basically have zero dollars of expenses on my next dollar of revenue, but no pricing power. Louis Diamond: So interesting. David Bahnsen: Yeah. I mean, it really is just two different business models. When we have hired more people, we’ve always done it based on are we going to serve our clients better and enjoy running our business better with these people? We don’t want wasteful positions, but we want the maximum optimization for how to service clients and how to give advisors an ecosystem to function in. So a one-to-one operations to advisor, having planners that are not the client-facing advisor themselves, but are devoted to the behind the scenes planning process. Having a full tax department that does not provide tax services to non-wealth clients, that is only there, a robust tax consulting, tax preparation, tax advisory arm to drive a better client experience for us. These things all erode at margin, and I wouldn’t do it any other way. And the biggest thing, by the way, is the investment management, because then you’re not just talking about profit margin. We’re talking about time. I am a 3:45 AM guy every day because we’re inside markets. We have analysts, traders, investment folks. I think it’s something like 10 or 11 people on the org chart. It costs me millions of dollars a year for us to manage money in-house. There’s no justification for that other than it’s what we want to do, what we believe in. And those that have a outsourced Vanguard DFA-type model, I have no criticism of it in the world, but it just wasn’t us, and so we had to do what we liked doing. Louis Diamond: Yep. And once again, the authenticity shines through. Can we talk a little bit about the financial advice part of the business? I would assume when you’re at Morgan Stanley, you were probably the driver of growth, you were serving personally probably every client or just about all of them. Today, with 10 and a half billion, 25 advisors, just the immense scale of the organization, how do advisors advise? Are you still providing financial advice to clients directly? Are you more of just the CEO, the rainmaker, the strategist? I mean, how do you think about, I guess, allocating clients to your advisors? How have you grown your capacity for financial advice? David Bahnsen: So our leverage is entirely limited by my ability to find like-minded advisors who can go deliver our client experience and be in relationship to clients. It’s why I’m not a big believer in this notion of scalability. I think technology helps scale. I think there’s all kinds of processes you can do more efficiently, but it’s a relationship business and relationships don’t scale. And we have an internal policy philosophy preference, if you will, that no advisor will cover more than 80 households. And so for us to continue growing at the number of households, number of AUM, and therefore number of revenues, all those numbers, of course, have some proportionate relationship with one another, we have to have the advisors to do it. And so as we find advisors that can not drool on themselves and be professionals and deliver an experience to clients, we want them to be generalists. We want them to be very good at what they do, but we don’t want them entering trades. We don’t want them doing their own operations work. We don’t want them having to pick stocks. We’re providing this ecosystem of the tax, the planning, the estate, the operations, the content, the marketing, and the biz dev. They don’t have to go try to rainmake at their kid’s soccer game or join the chamber of commerce or things like that. That we believe we have enough internal biz dev opportunity that what they need to do is cultivate the relationships with the prospective clients we give them. They do have to close that business, but our industry, for all of the talk about this, people diagnose it wrong. We do not have a problem with closing business in our industry. We have a problem with opening business. And so the sourcing is the issue. And for whatever reason, it’s a mystery to me, it’s been a mystery for 27 years, I’ve been pretty good at sourcing business. And so we can share that with our advisors and then expect them to, their job when they wake up and go to bed and everything in between is to be in relationship with clients. Louis Diamond: If I think about, just think of 20 highly successful RIAs and think of some of the biggest and best names in the space, I think a critical connection point or commonality for all those firms is they’ve somehow figured out lead flow or some mechanism or capacity to bring in clients for their advisors. To me, that’s the truly only scalable way to keep adding advisors and growing a business is if there’s enough inbound lead flow that’s cultivated or created by the firm to really feed all the different advisors, and it’s not snap our fingers and it happens. But if you compare that to many other models, the wirehouse model where it’s all on the advisors to go out and find clients, that’s great. And if you find some amazing rainmakers, amazing, and it’s additive, et cetera, but you eventually hit a ceiling because it’s hard to find advisors who have that knack. You’re not bringing in the ideal client every time, and it’s an unpredictable way to grow. So I think I wouldn’t gloss over the fact that you’ve been able to create enough inbound traffic or lead flow through all of your content and thought leadership that you’re able to sustain that type of model. Because it is the best way to grow a business is keep your advisors focused on just being advisors, solve for organic growth, solve for the other things they have to do. And then when you open up a new market or hire an advisor, boom, you got capacity, you got someone trained up, and it’s predictable, your close rate and your ability to scale it from there. So I’ll get off my soapbox, but I think that’s such an important element of the biggest and best and most valuable firms in our industry today. David Bahnsen: I agree with you a thousand percent. And even if you put numbers around it, somebody who has to go make their own rain and service the client, they will expect, if you use wirehouse-like grids around it, this is just round numbers, I know you could turn a knob a little bit, but I view the business as more or less it costs something in the range of 40 cents of a dollar revenue to run the business. There’s 20 cents available to the owner, 20 cents to the person who makes rain and 20 cents to the person servicing the client. It’s back of napkin math. If you are a wirehouse advisor, you’re making the rain and servicing the client, you’re getting two of the 20 cents, you’re getting 40 cents, let’s say. And if you’re the person who owns the business and makes the rain and is the advisor, you can make 60 cents on the dollar. That’s a wonderful margin, and you cap out at a certain level where you just cannot grow any further. I would rather make 20 cents on where we are now. My advisors would rather make 20 cents on where they are because 20 cents of something big is a lot more than 40% of something small. And again, and my numbers are, I’m rounding, but you get the idea. That’s really the kind of business model we’ve done here. Louis Diamond: I think it’s brilliant. And some would argue about the percentages and would say, oh, it costs 40 cents to 30 cents to run a business and we have a small team, but I think philosophically that’s exactly right. And I think something you said too, which is there’s been a common thread in our “Build, Grow, Transact” series. You think about Jason Fertitta of Americana Partners or Matt Kilgroe from Cyndeo and many others that we’ve had or will have, it’s really playing the long game. No one we’ve had on the show is optimizing for how much money can I make this year, next year or the year after. It’s the intentional decisions to invest in capacity, invest in growth, and by choice take less as the owner of the business, but doing it because what you’re building is enterprise value that will sell at a dramatic multiple of that growth and have room to run. So I think that’s the big thing is, again, it sounds easy, it sounds great, but it’s not an easy decision to say, “Hey, I’m going to make less money today and over the next few years because I want to hire the next person or invest in an organic growth funnel.” That’s discipline, for sure. But I think it’s a great takeaway for anyone listening is play the long game, invest where it makes sense, and the riches will follow you later. They don’t have to follow you today or tomorrow. David Bahnsen: And it’s a whole business of playing the long game, not only in the value creation and enterprise value of being independent. But even for wirehouse advisors, I remember back as I was entering the business, that debate about fee-based business versus transactional, and all it was, are you going to play the long game or get more money quickly? There’s temptations in both ways. There’s goals, there’s overhead, reality. Anyone who played the long game in that story from 30 years ago benefited immensely. And now you see it, of course, in what we’re talking about here, playing the long game in the way you run your business has just been the smartest thing anybody could do. Louis Diamond: Absolutely. Especially in this industry where each new client that’s brought on, there’s a lifetime value of a client. That success compounds with market appreciation, with them adding new monies, and then ultimately they’re going to give you referrals hopefully. And then over time, that’s where the real money is. It’s the compounding nature of doing the next right thing rather than, we’ll say, taking a shortcut or not making that investment in the business. I have a ton more questions for you on this topic, but I want to spend enough time on your important decision to sell the business, sell the Bahnsen Group to Hightower in April of 2026. So after more than a decade of being an employee of Hightower, being affiliated with them but really owning your own business, you decided to not just sell the business, but to sell it to the very platform that you’re operating on. So can you just talk about that decision? Why was 2026 the right time? Why did you decide to stay with Hightower rather than any of the other 100 acquirers or a random private equity firm that would love to buy a business that’s growing 30% per year? David Bahnsen: It’s interesting to think about as our deal gets ready to close here at the end of September, if I had gone out and run a process, if I was looking to sell, would I have been interested in conversations with others? And I don’t know the answer to that because I wasn’t looking to sell. There was nothing broken, in my mind, in what we were doing. But when Hightower and her investors came to me, the entire conversation centered not around what we needed and wanted to be a seller, but on what we didn’t want or couldn’t have. And I’ll share the story because I haven’t shared it publicly with anyone. As we were having conversations about a variety of things in the relationship between Hightower and the Bahnsen Group and Hightower’s investor and so forth, there were a couple of different meetings and things and we ended up having a pretty significant meeting in person in their conference rooms here in Midtown. And I’ve had seven eye surgeries, and I have challenges with my eyes and there are all these numbers up on a screen in the conference room. I couldn’t see any of them. And it occurred to me that there was an offer on the screen they wanted to buy the business. We had not discussed that. And I turned to the folks and said, “I don’t really know exactly what it says, but I just want to make something very clear to save time and drive our conversation constructively. There’s no amount of money that I would sell for if I can’t be fully in charge of what we’re doing. Our brand, our business, our autonomy is what I care most about. If there’s a way to have that, protect it, enhance it and do a commercial transaction, I’m open to it.” And I didn’t really think that would be possible, but I will say to their credit, they did not want to interfere with that autonomy and what they believe to be a successful formula inside our company at all. And so while they’re doing a lot right now to build their Hightower Signature Wealth brand, both internally and externally, and are coming up on $50 billion of assets that they’ll have moved onto that platform in trying to create more centralization and consolidation, which I think has a lot of commercial rationalization behind it, what they’re looking to do with the Bahnsen Group is have a wholly owned independent subsidiary where I still have plenary authority to run the business, control of the P&L, hiring and firing, strategy, branding, and yet the resources of Hightower at my disposal more now in the HR front. That gets a little trickier with 106 people that will soon be 150 than it was when it was 20. I’m committed, Louis, to knowing every one of my employees’ names forever and it’s getting harder, but luckily I have a pretty good memory. But the technology side, the AI moment, the way in which a tech stack all intersects, I hate this stuff. And they not only are good at it and like it, but are heavily invested in it. And so it felt to me like if they’re really going to allow me to continue running this and have that control of the P&L, it could be best of all worlds and certainly very value additive to the enterprise of Hightower. And that’s what we worked a few months to put together and everybody is really pleased with the outcome. Louis Diamond: Amazing. I mean it’s an interesting shift in the way I’m seeing a lot of these platforms, that they start off as a fee-for-service affiliation platform and then over time they morph to being buyers of businesses, investors in businesses. And Hightower is definitely, they’re probably at the forefront of really completely shifting or re-identifying themself in the market, especially on buying practices. So I think it’s very interesting that you had this long-term relationship and ultimately having such an amazing business, they were the ultimate buyer of the business. David Bahnsen: And I think it’s important to say for our listeners, you know as well as I do, if we went to market, there would’ve been a lot of interested parties. Louis Diamond: That was going to be my question. David Bahnsen: The organic growth alone would’ve commanded something pretty attractive. We were under Hightower’s ADV. I not only had a positive relationship with them and a good cultural dynamic, which I wouldn’t want to risk changing, but I don’t want to re-paper the size of this business, and so it was just a non-starter. I talked to a couple investment bankers after we were already in LOI and they all said the same thing. You had your most natural buyer. It was the one you were already dating. And that’s how I feel, is if there was going to be a transaction, it made the most sense for us to do it with the one we were already partnered with. Louis Diamond: So was it like, hey, you know exactly who we’re getting in bed with because they’ve already been our partner in this business for a while, and as long as I get what I think is fair value for the business, that’s good enough? I’m sure you could have gotten a turn or two more to have 50 bids and to have the shark circling to push Hightower higher. But it sounds like for you, that was of course important, but that wasn’t the number one driver. It was more how do we preserve what we like, preserve our autonomy and do it with people that we like and trust? David Bahnsen: Yeah, that continuity, in a funny way, I did it the wrong order. I ran a process after I was already at LOI, meaning I did enough to find out, hey, did I just do a good deal or not after I’d already done the deal. And the good news is I did, but it wasn’t the way most people go about doing it. But the continuity thing is there’s always two fronts to it at our size of business. There’s the client continuity and the team. Our team is going to move the payroll from being under Bahnsen Group to Hightower, and there’s benefits and changes and things. But the clients don’t know any difference whatsoever. Custodial, the G numbers, the ADV, there’s no signature required, no negative consent required because they already were under the Hightower ADV before. So this transaction all at once allows us to go into the next iteration of our business, which I’m very excited about, and I think is a wonderful deal for Hightower and what their goals are, but we didn’t have to bother clients with it. And when we say to clients, “Nothing’s going to change,” we can actually mean it. Louis Diamond: Yeah, that’s the definition of it. You mentioned there you’re excited for this next iteration or the next chapter of the company. Can you explain that? I would imagine just continuing your strategy that’s worked so well for the last decade plus, you keep doing that, I mean, you’re going to have a 20, 25, $30 billion business over the next handful of years. So what’s the next chapter? Why change it at all? What are you thinking about? David Bahnsen: Well, it’s funny in a moment now where, first of all, I’ve went out of my way to say that we didn’t grow at all inorganically, and a lot of people have now decided that inorganic growth is a little bit less impressive than organic growth. One of the issues with the law of large numbers is growing 30% at two billion meant adding 600 million and growing 30% at 10 billion means adding three billion in a year. Louis Diamond: That’s fair. David Bahnsen: And then 3.6 billion, the exponential nature of it. And I believe that there are… I’ve never gone to a meeting with an advisor with a checkbook or with a balance sheet, and we want to find some folks that want to join us, join our system, join our culture, not merely aggregate a bunch of unified parts, but in some cases doing that with other people demographically would mean some monetization events. So I do believe that there will be some inorganic growth that we will add to our toolbox as a supplement to our core underlying strategy, which we think is industry leading organic growth. So we want to continue doing more of what we’re doing. And then just as we continue to professionalize based on our size and scale more of those things that are not passions for us, technology, supervision and HR, utilize the mousetrap Hightower has that they do well while maintaining the things that make us uniquely us, which is our branding, our business development, our investment strategy, our delivery of services to clients. I’m not naive enough to think that there won’t be some growing pains and some hiccups and whatnot, but we believe that model, all the parties are very committed to it, and we believe it’s the right model for us. Louis Diamond: Absolutely. I think what’s really cool about what you said was, one, I agree with the concept of law of large numbers. I mean, it’s a fact, right? No matter how much content you put out, it’s going to be hard to bring in 10 billion of net new assets eventually without going inorganic. But I think to me at least the big trap in the industry today is firms either completely ignoring the organic and just focusing on buying and growing that way and pointing to, oh, we grew by this amount. But what you said, which is really cool and important I think is we’re going to continue the organic side to the best of our ability. That’s not going to change. Inorganic is a supplement. It’s not the replacement. I think that’s a really important lesson or discipline that it’s the combination of the two that really builds an enterprise and builds scale. You already had your transaction, but anyone who’s weighing a transaction in the future, buyers will always value a dollar of organic growth than they would inorganic growth. So if you can hit both and you do transactions strategically, you’re not just trying to buy anyone or everyone, but you’re doing it to add the right capacity, add a new discipline, diversify the talent pool, ho

In Episode 36 you'll hear an analysis of the early maneuvers in the Mayoral race, a look at some Council candidates and contests, and the serious issues local neighbourhoods need addressed by City Hall. Part 1- General information about recent columns - links below - and podcast shows, with an explanation about Coun. Santos mistaking the Salvation Army as responsible for the encampment on Alexander and Lizzie. That was one of 3 encampments we've covered that got some degree of clean-ups last week, one requiring a Hazmat team. 9.51 Part 2 - Our first chance to comment on the mayoral election and the initial polling. We recap a few of the announcements and promises of:- Mayor Scott Gillingham: he wants to upgrade Marty's childhood neighbourhood along Main Street, if we can wait two years. - Late entrant, the former city councillor and Sun-Tribune publisher Kevin Klein: He pledges to make Winnipeg Canada's safest city in 4 years with an expert panel chaired by former police chief Devon Clunis, and another former chief Herb Stephen signaled he wants to help. 23.34- We were at Klein's presentation with St. Vital councillor Brian Mayes about a dirty walk-on motion sneaking through to the upcoming final meeting of the outgoing council- because Janice Lukes wants to take away the right of Transit Plus drivers to a minimum wage.- Upstart outsider Mike Vogiatzakis: He says he'll "make Winnipeg the best-run city in Canada" and "not treat failure as normal."While others on the ballot may not have political machinery, a few have come up with sensible, out-of-the-box solutions to Winnipeg's failures, inefficiencies, and community fears, and those merit a review to help improve this City.30.30 Part 3- Ward races saw two notable late additions to the ballot: former councillor Terry Wachniak trying to retake Mynarski, and Transcona's incumbent Russ Wyatt, hoping voters look past his current criminal charges. We review a commentary “Dealing with misconduct by city Councillors” by retired political science professor Paul Thomas about the controversy.Next, why the safe consumption site and encampment concerns could affect the vote in Point Douglas and North Logan. On Sargent Avenue, we were told by business owner Michael Paille how the West End is dealing with an onslaught of overdoses (over 250 he's intervened in) and gang colours. We wonder what police chief Gene Bowers will do- especially now that a modified homemade bear mace is being used by a bike rider to attack residents. 45.30 - We have details about a Halloween Market and Spooky Fundraiser on Sargent this Sunday from 1-8 pm that helps fund the annual free pancake breakfast.Finally, we look at the three competitors who have lined up to try to oust St. Boniface councillor Matt Allard, some of their platform statements and political alignments, and which two have already agreed to be interviewed on our podcast. ******Marty Gold's latest columns in the Winnipeg Sun-Tribune:⁠City's repeated clean-up refusals raise serious safety concerns⁠⁠Details behind Lizzie Street homeless encampment removal a big secretMayor's promise of special 311 help for businesses rings hollow*******

In this episode, we're joined by Erin Curtis, CEO and co-owner of Soda City Market and Executive Director of the Three Rivers Bridge Dinner in Columbia, South Carolina.Erin has been a major part of Columbia's local event and small business community for years, helping shape two of the city's most recognizable experiences. From the growth of Soda City Market on Main Street to the return and reimagining of the Three Rivers Bridge Dinner, Erin has a unique perspective on what makes Columbia such a special place to live, work, visit, and build a business.We talk about the story behind Soda City Market, the people and businesses that make it such an important part of Columbia, the evolution of the Three Rivers Bridge Dinner, and what goes on behind the scenes to bring these large community events to life.Watch the full episode and hear Erin's story, her experiences building community in Columbia, and what's next for Soda City Market and the Three Rivers Bridge Dinner.Thank you so much for listening! If you would like to see more from Three rivers Bridge or Soda City Market, you can find them here:Instagram: https://www.instagram.com/threeriversbridgedinnerhttps://www.instagram.com/erinkcurtis/https://www.instagram.com/sodacitysc/Facebook: https://www.facebook.com/threeriversbridgedinnerhttps://www.facebook.com/SodaCity/Website: https://www.threeriversbridgedinner.com/https://sodacitysc.com/This episode is sponsored by Columbia Family Chiropractic: https://www.cfcforhealth.comhttps://www.instagram.com/columbiafamilychiropracticThis episode is sponsored by Gallup Design Build: ⁠https://www.gallupdesignbuild.com⁠⁠https://www.instagram.com/gallupdesignbuild⁠If you would like to follow us, we are on everything at Here For The Health Of It Podcast:https://www.instagram.com/columbiashottestpodcast/https://podcasters.spotify.com/pod/show/hereforthehealthofit

This episode was first aired on 11/10/2024What kind of risk taker are you? The answer may reveal more than you think.In this episode of 2050 Investors, Kokou Agbo-Bloua takes a closer look at risk and its role in the financial markets. Kokou explores traditional risk management models such as the Value at Risk, volatility and heteroskedasticity (volatility of volatility) and explores the interplay between Main Street and Wall Street.Later, Kokou sits down with Hatem Mustapha, Co-Head of Global Markets, to discuss the ins and outs of managing risk. They examine different risk management models, their pros and cons, and the importance of framing the tail risk, the blind spots investors have in managing risk and the world of 'unknown unknowns'.CreditsPresenter & Writer: Kokou Agbo-Bloua. Producers & Editors: Jovaney Ashman, Jennifer Krumm, Louis Trouslard.Sound Director: La Vilaine, Pierre-Emmanuel Lurton. Music: Cézame Music Agency. Graphic Design: Cédric Cazaly.This episode is a reworked replay based on its original version. (link to the original version)Whilst the following podcast discusses the financial markets, it does not recommend any particular investment decision. If you are unsure of the merits of any investment decision, please seek professional advice. Hosted on Ausha. See ausha.co/privacy-policy for more information.

Today – Downtown Mansfield’s Main Street transformation is entering its closing stages, with new trees, plazas, brick pavers and the downtown fountain beginning to bring the long-running project into focus.Support the show: https://richlandsource.com/membersSee omnystudio.com/listener for privacy information.

Cape Cod's only daily show, live from Mashpee on September 23, 2026.TODAY: Jen Villa, Love Live Local in Hyannis. THIS WEEK ON CAPE COD: Habitat Blitz Build house finished, Sept 25, Falmouth / Dolly Parton Day, Sept 25 / Love Local Fest, Sept 27, Aselton Park, HyannisTwo years ago today Jen Villa was named executive director of the organization she helped start in 2013. She sits down with Stephanie four days out from Love Local Fest, with about 100 Cape makers ready and a forecast that may not cooperate. This is the honest version of the shop local conversation: whether it is working, and what happens to a Main Street when nobody shows up.IN THIS EPISODEThe Little Beach Gallery, and a buy local shirt printed before anyone used the phraseFrom a weekly email to a nonprofit: status came in 2020, right before the pandemicThe Cape Cod Resilience Fund, and grants that went out when things looked bleakAnnounced here: a new Small Business Support Fund, with grants starting in 2027Question of the day: one to ten, how often do you choose local?Is shop local winning? The phrase caught on, and so did the competitionShopping local counts as time, attention and intention, not only moneyThe convenience myth: most local retailers sell online tooThe 10 percent shift, and the $112 million it would keep on CapeRoad work and detours, with businesses reporting drops of 20 to 60 percentWatching a downtown disappear in Attleboro, and why the Cape cannot absorb thatAdvocating for small business while co-owning The West End in HyannisShop crawls: Osterville, Harwich Port, and Mashpee Commons on Nov 14Succession, and the owners with nobody to hand the keys toLOVE LOCAL FEST AND THE WEATHERSunday, Sept 27, 11 to 5, Aselton Park, Hyannis. Free, about 100 vendors, food trucks, sweets, live music and a beverage garden with Devil's Purse, Truro Vineyards and Cape Tide Hard Tea. There is no rain date, and as of this recording the team was weighing the forecast with the town of Barnstable. If it moves, the loss lands on vendors who spent three months making inventory, so watch Love Live Local and this show for the plan.STUDIES AND SURVEYSLove Live Local's research finds that shifting just 10 percent of Cape Cod spending from corporate and online to independent local businesses would keep an additional $112 million in the local economy every year. Not spending more. Spending differently.PEOPLE AND ORGANIZATIONS MENTIONEDJen Villa of Love Live Local (lovelivelocal.com), co-founded in 2013 with Amanda Converse and Kate Sheehan. The West End, Hyannis. The Love Local Card and online directory, and the shop at 539 South Street, Hyannis. The Mashpee Chamber of Commerce (mashpeechamber.com), Mashpee Commons, CCYP, EforAll, Ashley Irene, White Lion Bakery, Atlantic Soap Company, Weir Pottery, Chippy Design, Events on Cape Cod (eventsoncape.com).MARK YOUR CALENDARFri Sept 25: Habitat Blitz Build house finished, behind the ReStore, Gifford St Ext, FalmouthSun Sept 27, 11 to 5: Love Local Fest, Aselton Park, Hyannis. Free. Weather call pendingSun Sept 27: Mashpee Farmers MarketSat Nov 14: Love Live Local shop crawl at Mashpee Commons, locally owned businesses onlyNovember: the Love Live Local gift guide, expanding into a year round local catalogSat Dec 5: December Love Local Fest, Hyannis Village GreenHELP WANTEDIf the fest moves, share the vendor list and buy from those makers anyway. Love Live Local is adding part time help and looking for donors.QUOTABLE"It's not about survival. It's always about thriving." (Jen)"With any nonprofit, your goal is to have your mission not be needed anymore." (Jen)"Practice over perfection." (Jen)"It's like playing checkers with people's lives." (Stephanie, on succession)Catch every episode on YouTube, and now on Spotify too.Stephanie in the Morning. Every morning we ask and you answer, where locals take the mic. Powered by Lemonadio.

Meta's Muse is a hit with Main Street, but is the next phase of AI enough to keep the trade alive on Wall Street? Peloton launches a new suite of products. Plus, how muni bonds are coming to the rescue when it comes to climate disasters. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

TODAY ON THE ROBERT SCOTT BELL SHOW: The New Medical Paradigm, Steven Abramowicz, Songs About the Heartland: A Journey from Wall Street to Main Street, Muriatic Acidum, RFK Jr. Targets EMF, Pennsylvania Measles Political Theater, Trump Splits Vaccines, Informed Consent Rights, Lymph Node Concerns, and MORE! https://robertscottbell.com/new-medical-paradigm-steven-abramowicz-heartland-stories-muriatic-acidum-remedy-emf-rules-review-pennsylvania-measles-response-vaccine-split-proposal-informed-consent-rights-question-about-lym/ Purpose and Character The use of copyrighted material on the website is for non-commercial, educational purposes, and is intended to provide benefit to the public through information, critique, teaching, scholarship, or research. Nature of Copyrighted Material Weensure that the copyrighted material used is for supplementary and illustrative purposes and that it contributes significantly to the user's understanding of the content in a non-detrimental way to the commercial value of the original content. Amount and Substantiality Our website uses only the necessary amount of copyrighted material to achieve the intended purpose and does not substitute for the original market of the copyrighted works. Effect on Market Value The use of copyrighted material on our website does not in any way diminish or affect the market value of the original work. We believe that our use constitutes a 'fair use' of any such copyrighted material as provided for in section 107 of the U.S. Copyright Law. If you believe that any content on the website violates your copyright, please contact us providing the necessary information, and we will take appropriate action to address your concern.

KINGDOM BUILDERS CREDIT REPAIR (KBCR)

Skate style is everywhere, but can clothing still tell us who actually skates? Read more at 1923MainStreet.comShop 1923 Main Street for Snow, Skate and Surf t-shirts, hoodies and sweatshirts.Thank you for listening to the Travel Style Podcast by 1923MainStreet.com.Shop unique and original travel inspired t-shirts, sweatshirt, hoodies and more at 1923 Main Street.Follow along on X, Instagram, Pinterest and Facebook.Thank you for listening and always remember to roam freely and ride boldly.Mike Belobradic--Media provided by Jamendo

“An investment should only be in something that you know a great deal about. Everything else, I repeat, everything else, is speculation.” That's Nelson Nash‘s line, and it's blunter than most people want to hear about their own portfolio. In a recent Wealth on Main Street episode, Kurt Berry joined Richard Canfield. Berry has nearly 30 years in finance. Thus they discuss what that means and why many investors actually speculate. The Real Difference Between Investing and Speculating Most people assume investing just means buying something, a mutual fund, a stock, an index fund and holding onto it. According to Kurt, […]

God prefers a whole hearted minority to a half hearted majority. He promises to strength the wholehearted and to bless their future generations. What does it look like to follow God with our entire lives? Join us Sundays at 8:30am, 10am and 11:30am at 2100 Main Street in Sarasota. Be sure to follow us on Instagram @harbourchurch to stay up to date on upcoming events!

In this episode, we sit down with Terry C. Kile, CEO and Founder of the Lancaster County Food Exchange, a free mobile web application created to help food pantries reduce food waste and connect families with the food they need most.Terry shares the inspiring story behind the platform and his mission to ensure that “no good food goes unused, and no family goes hungry.” With initial support from organizations including the Central PA Food Bank, Midwest Food Bank, and Community Action Partnership of Lancaster County, the Lancaster County Food Exchange has grown to serve 37 local agencies and more than 100 volunteers.Discover how technology, community partnerships, and passionate volunteers are coming together to create a more efficient food distribution network and make a meaningful difference for families throughout the community.???? Connect with Terry Kile:  ✅ Website: https://lancastercountyfoodexchange.org/ ✅ LinkedIn: https://www.linkedin.com/in/terryckile/ Thank you for watching Lancaster Connects! This is the show about small business and small charity success in Lancaster county - we showcase the battle on Main Street, big vs. small David vs Goliath, and bring you the best of what makes Lancaster so great. ???? Want to create live streams like this? Check out StreamYard: https://StreamYard.CastAhead.net ➡️ Get your FREE copy of Ben McClure and Jeff Giagnocavo's book - "Sleep Better" https://gardnersmattressandmore.com/sleep-betterLIVE SHOW PODCAST & REPLAYS: ???? Connect with Lancaster Connects:✅ Official: https://lancasterconnects.com/ ✅ YouTube: https://www.youtube.com/@LancasterConnects ✅ LinkedIn: https://www.linkedin.com/company/lancaster-connects✅ Facebook: https://www.facebook.com/LancasterConnectsLancaster Connects is produced by Chris Stone at Cast Ahead:  https://CastAhead.net 

Send us Fan MailIf you could erase every Disney theme park and keep just one, what would it look like? We take on the “Disney Super Park” challenge and draft a single, fully themed park made from the best lands, attractions, restaurants, and shows across Disneyland, Walt Disney World, Tokyo Disney Resort, Disneyland Paris, Hong Kong Disneyland, and Shanghai Disney. We fuel the planning session with a Pretty Boy cocktail (tequila, raspberry puree, lemon, a little pineapple) and then immediately start making ruthless cuts. We get specific about what makes a park feel like Disney: a Main Street arrival you actually want to linger in, a railroad that ties the whole place together, a castle hub that helps you navigate, and lands that have a coherent aesthetic instead of a random pile of headliners. From there, we draft our way through Toontown, Adventure Isle, Tomorrowland and Discoveryland, Mystic Point, Pixar-focused areas, and fantasy-heavy zones with trackless dark rides, coasters, and shows. Along the way, we argue over “best version” decisions like which Pirates, which Big Thunder, and which queues are worth protecting. The bigger question keeps popping up: do you build for nostalgia, or do you build the best possible guest experience for first-timers? We land on some spicy takes (yes, Tomorrowland is still a problem) and we leave out more iconic Disney attractions than we expected. Subscribe, share this with a Disney parks friend, and leave a review if you want more drafts like this. What three experiences would be non-negotiable in your Super Park?

Hello travelers! This week join host Ric at Disneyland as he strolls down Main Street USA to the Disneyland Railroad train station where you'll enjoy the grand circle tour of the park. Then hop in line to celebrate the 25th anniversary of the Haunted Mansion Holiday seasonal overlay featuring the Nightmare Before Christmas.   We are listener supported - contribute to the Dole Whip Fund via Google or Apple Pay. Thanks!   Walkabout the World is now on TikTok! Come follow our visual companion to the audio podcast at Walkabout.the.world.pod on TikTok   And of course, visit us on Instagram and at walkabouttheworld.com - find links to all the things - attraction episodes, Insta accounts of all the hosts, and even how to buy your own Walkabout shirt!   Walkabout The World is a weekly Disney podcast, always recorded on property at Walt Disney World or Disneyland Resort with the simple goal of making you feel like you are in the middle of the magic.

Mazel Morons! Welcome to a very special episode of Good Guys! Today, Josh is joined by his lovely wife, Paige, live from Main Street at Disneyland! Josh declares himself an official Disney Adult after eating 12 of the 15 most popular snacks in the park, then they talk about their family trip to the park, the Halloween decor and Oogie Boogie Bash, why the hospital is Paige's favorite vacation, and Paige's confession that she doesn't listen to the podcast because the Moana soundtrack is on repeat. Write us! Send your messages to goodguyspodcast1@gmail.com  Follow us on Instagram and TikTok!  Please note that this episode may contain paid endorsements and advertisements for products and services. Individuals on the show may have a direct or indirect financial interest in products or services referred to in this episode. Produced by Dear Media. Then, best bites of the park, a $240 birthday dinner split-check nightmare, Josh and Paige's first date story, and What Are You Nuts? to Tesla drivers asleep at the wheel.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Jonathan and Gary return after a three-month summer break with a twist. They recap Jonathan's summer travels and discuss competition from regional casinos, including the Wynn in Boston, plus whether "Vegas is dead," noting slower summer demand, higher gas prices, and concerns about gambling tax rules affecting sports bettors. They cover Las Vegas developments like the Hard Rock guitar build and the A's stadium construction, and emphasize the need to keep Vegas a fun, value-driven destination beyond big events. At the Plaza, they highlight Friday "Welcome to the Weekend" fireworks, the new high-limit room with 53 new slot games, Five Guys progress, a new wedding chapel, and a Carousel Bar wedding package that's selling strongly.

On Main Street in the southern Vermont town of Jamaica, there's an old inn that's been part of the village for more than 200 years. Painted yellow with purple shutters, the Jamaica Haus is run by Benzi Ross, who returned to Vermont after many years out west. Her sister, Tini Hamilton, operates a bakery at the Jamaica Haus called The Skinny Goose. The sisters grew up at Stratton Mountain Resort, where their parents, Emo and Ann Henrich, were beloved in the Stratton community and beyond. Old photographs, artwork and furniture from the early years of Stratton fill the Jamaica Haus. The sisters are embracing their parents legacy while also finding their own way to bring people together in the place they call home. To learn more:  www.jamaicahaus.com instagram.com/skinnygoosebakery happyvermont.com

On this episode of Trends in the News, Gerald Celente breaks down the dangerous intersection of escalating geopolitical tensions, rising energy prices, and dragflation (declining economic growth and rising inflation). Why are markets rallying while economic fundamentals continue to weaken? Tune in as Celente connects the dots between Wall Street's optimism, Main Street's pain, and the global trends shaping the future. Don't miss his hard-hitting analysis and forecasts on the economy, markets, energy, and the geopolitical risks forming future trends. Access our premium content, subscribe to The Trends Journal: https://trendsjournal.com/subscribe The Trends Journal is a weekly magazine analyzing global current events forming future trends. Our mission is to present Facts and Truth over fear and propaganda to help subscribers prepare for What's Next in these increasingly turbulent times. The Trends Journal Shop: https://trendsjournal.com/shop Follow Gerald Celente on X: https://x.com/geraldcelente Follow Gerald Celente on Instagram: https://www.instagram.com/geraldcelentetrends Follow Gerald Celente on Facebook: https://www.facebook.com/gcelente/ TikTok: https://www.tiktok.com/@trends.journal Follow Gerald Celente on Threads: https://www.threads.com/@geraldcelentetrends Follow Gerald Celente on Gab: http://gab.com/geraldcelente Substack: https://Trendsinthenews.substack.com Follow Gerald Celente on Truth: https://truthsocial.com/@TrendsJournal Follow Gerald Celente on Reddit: https://www.reddit.com/user/Trends-Journal/ Copyright © 2026 Trends Research Institute. All rights reserved.

All 3 leaders of AI agree: AI needs regulation… but we've seen this same thing before: Nuclear.Jonny Pops is selling $175M of popsicles thanks to one growth hack… wooden kindness sticks.3 million millionaires got rich on Main Street… and they're looking for heirs to their fortune.Plus, the hot new trend at college is the Wellness Darty… 11am non-alc cold plunge at the Frat.$MSFT $MICC $SPYRSVP to The Best Run Yet: https://www.thebestrunyet.com/ Grab your Tickets to the IPO Tour: Our In-Person OfferingSan Francisco 9/23: https://www.ticketmaster.com/event/1C0064AFB5F688BDBoston 10/14: https://tickets.citywinery.com/event/tboy-the-ipo-tour-in-person-offering-8cdhupSeattle 11/4 (21+): https://www.axs.com/events/1446394/the-best-one-yet-tickets Hosted on Acast. See acast.com/privacy for more information.

The yield or interest rate on 10-year Treasury bonds has reached the critical threshold of 5%. This is a key rate because it's tied to some major borrowing costs for consumers. This morning, we have more on why bond yields are rising and how they could affect you. Also on the show: how rate hikes actually work to bring inflation down, and we continue our earlier conversation about the rise of so-called "Main Street millionaires."Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace Morning Report is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.Stories featured in this episode:So much of America's wealth is really held by "Everywhere Millionaires"

The yield or interest rate on 10-year Treasury bonds has reached the critical threshold of 5%. This is a key rate because it's tied to some major borrowing costs for consumers. This morning, we have more on why bond yields are rising and how they could affect you. Also on the show: how rate hikes actually work to bring inflation down, and we continue our earlier conversation about the rise of so-called "Main Street millionaires."Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace Morning Report is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.Stories featured in this episode:So much of America's wealth is really held by "Everywhere Millionaires"

In this  twenty-fourth installment of our Jack Ruby miniseries, we reconstruct the immediate, chaotic aftermath of Sunday morning, November 24, 1963, when Jack Ruby stepped from a crowd of journalists in the Dallas Police Department basement and shot Lee Harvey Oswald live on national television. We explore the instant, bitter fracture in public perception: while hundreds of sympathetic citizens sent telegrams and defense contributions praising Ruby as a grief-stricken patriot who spared Jacqueline Kennedy the agony of returning to Dallas for a trial, international news outlets and domestic critics immediately recognized the possibility that this was a mob-orchestrated execution designed to silence the alleged assassin before he could talk.We examine the severe institutional crisis that engulfed the Dallas Police Department, unearthing advance threat warnings that were swept aside—including dispatcher Billy Grammer's unrecorded 9:00 p.m. Saturday phone call detailing the decoy armored car plan, and early Sunday morning threats logged by the FBI. We dissect the physical breakdown along the Main Street ramp, contrasting Patrolman Roy Vaughn's insistence that no one slipped past him with conflicting eyewitness accounts from former officer Napoleon Daniels, WBAP TV personnel, and Sergeant Don Flusche, whose testimony directly challenged the police department's official findings.Most dramatically, we expose the buried polygraph revelations and police cover-ups that reshaped Ruby's legal fate. We detail how Sergeant Patrick Dean—the crucial police witness who claimed Ruby confessed to having his first thoughts on  premeditation some two days before the murder—demanded and failed a secret DPD lie detector test in May 1964. We reveal how the Dallas Police Department hid Dean's failed polygraph from the Warren Commission, how the physical test charts and logs mysteriously vanished from police files in the 1970s, and how the Texas Court of Criminal Appeals ultimately threw out Dean's uncorroborated oral testimony, overturning Jack Ruby's death sentence.Finally, we analyze the forensic mechanics of the four-minute Western Union timeline—from Doyle Lane stamping the $25 money order receipt at 11:16 a.m. to the 11:21 a.m. gunshot. We contrast the Warren Commission's explanation of a "series of unfortunate coincidences" with the 1978 House Select Committee on Assassinations' conclusion that a Main Street ramp entry was physically improbable, pointing instead toward inside assistance or alternative entry corridors. We then close on Sunday evening at Ruby's Ewing Street apartment, setting the stage as celebrity defense attorney Melvin Belli arrives to forge the legal strategy for the trial of the century.

What does the U.S. economy actually look like heading into the midterms? Economist Scott Lincicome joins Morning Wire to discuss the strength of the stock market, the AI boom, the housing affordability crisis, rising Treasury yields, and the outlook for inflation. He also explains what Washington's debt, tariffs, energy policy, and Federal Reserve decisions mean for Americans on Main Street. Get the facts first with Morning Wire.- - -Ep. 3078- - -Wake up with new Morning Wire merch: https://bit.ly/4lIubt3- - -Today's Sponsors:ZocDoc - Find and book high-quality, in-network doctors without the phone tag. Visit https://Zocdoc.com/WIRE to get started and check that appointment off your to-do list.- - -Privacy Policy: https://www.dailywire.com/privacymorning wire,morning wire podcast,the morning wire podcast,Georgia Howe,John Bickley,daily wire podcast,podcast,news podcast Learn more about your ad choices. Visit podcastchoices.com/adchoices