Podcasts about merrill lynch

Stijn Schmitz welcomes back John Feneck to the show. John Feneck is the CEO of Feneck Consulting Group. The discussion opens with the critical tungsten supply crunch, where China's recent export restrictions, including cutting off Japan, highlight a severe imbalance. John notes that the U.S. has not produced tungsten since 2015, while 85% of global supply comes from China, Russia, and North Korea, posing risks for defense and technology. He sees potential in advanced North American projects, and mentions growing U.S. government interest in securing domestic production. On precious metals, he views the recent sharp correction in silver and gold as a medium-term buying opportunity, with silver likely to hold around $50 after its parabolic rise, and gold's long-term bullish case supported by large bank price targets despite near-term rate-hike uncertainties. He favors producers Silverco and Americas Gold and Silver for their strong plans and management conviction. Turning to copper, near all-time highs, John highlights the supply constraints from long permitting timelines and names Power Metallic, backed by 17 billionaires and exceptional drill results, and PTX Metals, which offers low-cost copper with a pending uranium spin-off. In critical minerals, he mentions Esport Critical for its rare earths, uranium, and copper assets, and First Tolerium for its innovative thermoelectric technology with potential defense and drone applications, showcased at the upcoming DARPA competition. John concludes by describing Feneck Consulting Group's decade-long track record of providing actionable insights, real-time email updates, and investor conferences, emphasizing the value of independent, non-herd thinking in resource investing. Timestamps:00:00:00 – Introduction00:00:42 – Tungsten Market Overview00:02:47 – Global Supply Challenges00:04:06 – North American Tungsten Projects00:07:15 – Defense Applications Importance00:11:55 – Precious Metals Transition00:13:50 – Silver Price Analysis00:16:40 – Gold Market Outlook00:19:00 – Mining Stock Investments00:22:30 – Copper Sector Opportunities00:25:00 – Attractive Producers?00:31:10 – Rare Earths and Emerging Tech00:35:05 – Feneck Consulting Group Guest Links: X: https://x.com/feneckconsult YouTube: https://youtube.com/feneckcommoditiesreport LinkedIn: https://www.linkedin.com/company/feneckcommoditiesreport E-Mail: mailto:john.feneck@yahoo.com Website/Newsletter: https://www.feneckconsulting.com/ Ticker’s Discussed:Gold: Triumph Gold (TSXV:TIG, OTCQB:TIGCF), Norsemont Mining (NOG, NRRSF). Silver: Silverco Mining (TSXV:SICO, OTCQB:SICOF), Americas Gold & Silver (USA, USAS). Tungsten: Guardian Metal Resources (NYSE:GMTL, OTCQB:GMTLF), Western Star Resources (CSE:WSR, OTCQB:WSRIF), Spartan Metals (W, SPRMF). Copper: Power Metallic (PNPN, PNPNF), PTX Metals (TSXV:PTX, OTCQB:PANXF). Special Situations: First Tellurium (FTEL, FSTTF), Eastport Critical (EVI, EVIIF). John Feneck is CEO of Feneck Consulting Group. He began his career in 1992 as an equity analyst for Merrill Lynch's global allocation fund. From 1993 to 2019 he held senior executive roles at Merrill Lynch Funds (now BlackRock) and J.P. Morgan Chase Funds, where he ranked #1 in gross and net sales once at Merrill Lynch and three times at J.P. Morgan (among 40 peers). Since 2017 he has contributed articles to Kitco—becoming a regular contributor in 2021—and has appeared as a featured guest. He's delivered over 250 client seminars and webinars, spoken at 12 global commodities events, and in 2017 joined Sprott's precious metals portfolio-management team. There he developed a proprietary methodology combining technical analysis with direct insights from company management, advocating a “go anywhere” strategy and a diversified portfolio of 25–50 resource stocks to navigate the sector's volatility. In September 2019 he founded Feneck Consulting Group, helping small- and mid-cap metals and mining companies raise brand awareness and advising high-net-worth advisors on market opportunities and risks. He holds Series 7, Series 63, CMFC and CIMA Level 1 certifications (though he is not a licensed advisor) and focuses on consulting. Based in Scottsdale, AZ, he's a single dad to an 11-year-old daughter and spends weekends as a professional musician, athlete and traveler.

What if your biggest edge isn't what you buy, but where you hold it? In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Henry Yoshida, CFP®, Rocket Dollar CEO & Co-Founder, who shares how his earlier exit from a robo-advisor to Goldman Sachs and years as an advisor led to a digital platform for self-directed IRAs that hold private and alternative assets. Starting his career at Merrill Lynch during the dot-com bust, he built deep expertise in retirement and now oversees a trust company with roughly $12B in alternatives and 9,000+ registered investments. Yoshida explains why asset location can outperform asset selection and why retail access to private markets is set to grow. Key Takeaways: → How Rocket Dollar provides infrastructure while investors source their own deals. → How Rocket Dollar doesn't manufacture or recommend investments. → Why asset location is crucial. → Why innovation is critical as incumbents eye alternatives. Henry Yoshida, CFP®, is the CEO and Co-Founder of Rocket Dollar. He was previously the founder of venture capital-backed Robo-advisor retirement plan platform Honest Dollar (acquired by Goldman Sachs in 2016), the founder of MY Group LLC (acquired by Captrust), and spent 10 years at Merrill Lynch. Henry is also a Certified Financial Planner and has brought multiple innovative products and methodologies to the market. Yoshida graduated from the University of Texas at Austin and holds an MBA from Cornell University. He lives in Austin with his two daughters. Connect With Henry: Website: https://www.rocketdollar.com/ https://bit.ly/4nKw0WT Instagram: https://www.instagram.com/fitfinancehenry/ LinkedIn: https://www.linkedin.com/in/henryyoshida/ Learn more about your ad choices. Visit megaphone.fm/adchoices

The first half of 2026 is ending. But there’s another whole half of the year ahead. Remember your New Year’s resolutions? A fading memory, but there are aspirations in them that you can bring to life in the second half. Join me for a free 60-minute FREE small group workshop on how to apply Stanford’s BJ Fogg’s 3-step habits process to three things you’d like to start in the second half of 2026. July 1st | 12:00 Eastern | Zoom Sign up here _______________________ Let’s face it. We spend years preparing for a career and almost no time preparing for the decades that follow. In this episode, investor advocate Pam Krueger, founder and CEO of Wealthramp and creator of PBS's MoneyTrack, rejoins us to reframe what retirement readiness really means. The conversation moves from the money (why diversification is a verb; why the sequence of your returns matter; and why the saving habit that built your wealth has to be unlearned to spend it) to the life side of the equation (the “dimmer switch” alternative to the on/off switch of a traditional retirement,  and the conversation couples should not skip). The big idea Pam shared today is optionality: instead of planning toward a single date or a magic number to hit, build a plan that's resilient enough to flex as life changes, because it will. It's a practical, candid look at designing the kind of next chapter you’ll love to get to live. _______________________ Bio Pam Krueger is an investor advocate, personal finance journalist, and author with over 25 years of industry experience. She's the founder and CEO of Wealthramp, a fee-only financial advisor referral service built on a foundation of trust, transparency, and consumer protection. Since 2019, Wealthramp has connected nearly 30,000 people to right-fit advisors and coaches. Pam is also the creator and co-host of the award-winning MoneyTrack series on PBS and the Friends Talk Money podcast. She's a two-time Gracie Award winner and earned the NAPFA Special Achievement Award for championing fiduciary financial advice. Her work is widely respected for its transparency and focus on helping people achieve financial confidence. _________________________ For More on Pam Krueger  Wealthramp Pam’s first visit with us is here (She describes her approach to vetting financial advisors in the second half of the conversation) ________________________ Other Retirement Podcast Conversations You’ll Love What If Retirement Is the Wrong Goal? – John Coleman Design a Phased Retirement – Anna Rappaport The Second Curve of Life – Arthur C. Brooks _______________________ Retiring Soon? Do Your Due Dilligence: Best Books for Retirement _______________________ Wise Quotes On a Balanced Aproach to Retirement Planning “Financial plans are going to fail when life plans were never discussed.” On a Gradual Shift to Retirement “Retirement planning can be put on a dimmer switch. That's why we have dimmer switches. When you let go of that on-off switch, you're letting go of so much more than the grueling workday…If optionality is your goal, you're going to be in a heck of a better position.” On Shifting from Saving to Spending “The very habit that helped you build wealth suddenly changes to a whole new strategy.” ______________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident.Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking.Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University.In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. _______________________ The views and opinions expressed by guests on The Retirement Wisdom Podcast are solely those of the guests and do not reflect the opinion of the host or Retirement Wisdom, LLC. The Retirement Wisdom Podcast primarily covers the non-financial aspects of retirement. From time to time we may invite guests who discuss other aspects of retirement planning, solely for educational purposes. Listeners are advised to consult qualified financial and/or medical professionals on those matters.________________________

Smart, Not Spoiled: The 7 Money Skills Kids Must Master Before Leaving the Nest by Chad Willardson https://www.amazon.com/dp/1544524250 Chadwillardson.com Two-thirds of American parents today think their children are spoiled. From toys and laptops to smartphones and cars, our kids have grown increasingly entitled in what they believe we should do for them. Kids may not appreciate the value of a dollar, but it's hard to blame them. After all, what have they learned about money? Managing finances is rarely covered in schools, and as a parent, you probably don't know where to start. How do you provide a strong foundation of financial knowledge for your kids with these gaps? What should they learn each year? How do you teach a skill set you never received yourself? In Smart, Not Spoiled, financial expert and bestselling author Chad Willardson provides you with practical tools, tips, and stories that will help you teach the kids in your life how to think about money. Chad explores the seven skills your kids should know—and master—before they're adults and helps you improve the financial literacy of everyone in your household. When it comes to financial success, you want your kids informed and prepared. This book is your chance to learn together so that the new path you forge for future generations is the right one. About the author Chad Willardson, CFF, CRPC, AWMA, is the President of Pacific Capital (a fiduciary wealth advisory firm he founded in 2011 that serves entrepreneurs and families) and ELEVATED (a coaching program for a select group of growth-focused entrepreneurs). He is the author of six best-selling books, creator of a new banking app that helps kids manage money, and Co-Host of The Smart Money Parenting Show, number 2 Podcast on Apple worldwide for Parenting, Kids & Family. Before founding Pacific Capital, he spent 9 years at Merrill Lynch, where he ranked in the top 2 percent of over 16,000 Financial Advisors nationally. In addition to serving the family office clients of Pacific Capital, Chad also manages the 650 million dollar investment portfolio as the elected City Treasurer in his community. Chad is recognized as one of the top wealth management experts in the country and has appeared in The Wall Street Journal, Forbes, Inc., NASDAQ, Yahoo Finance, U.S. News & World Report, InvestmentNews, Entrepreneur, and Financial Advisor Magazine. He lives in Southern California with his wife, Amber, and their five children.

 Chris Markowski discusses the realities of financial advisory services, focusing on the treatment of clients by firms like Fisher Investments and Merrill Lynch. He emphasizes the importance of inclusivity in financial services, risk management in investing, and the need for personal accountability in financial decisions. Markowski advocates for celebrating success and wealth creation while critiquing the negative perceptions surrounding wealth and successful individuals.

Retirement. You could wing it. Why not design it? Our next group proram starts in September and is limited to 10 people. The Very Early Registration discount (45%) ends on June 21st. Learn more here. _______________________ In our last conversation, Dan Pontefract gave us a demographic wake-up call. The future of work is aging, and longer lives will require new thinking about careers, retirement, and contribution. Today, Scott Siff brings that to the practical level: how do we create better pathways for people who want to keep contributing, but not necessarily in the same way? And what are employers missing when they overlook experienced talent? His story begins with his father's frustrating search for a new job in his 70s, and builds into a larger conversation about age bias, unretirement, labor shortages, and the need to redesign work for longer lives. __________________________ Bio Scott Siff is the founder and CEO of Pivoters, a job-matching platform focused on helping people 55+ connect with employers seeking experienced talent. His story begins with his father's frustrating search for a new job in his 70s, and builds into a larger conversation about age bias, unretirement, labor shortages, and the need to redesign work for longer lives. Siff is also a founder and Managing Partner at Quadrant Strategies, a Washington, D.C.-based strategy research and communications firm. His background includes advising senior leaders, Fortune 50 companies, and high-profile political figures on public affairs, brand, reputation, crisis, competitive positioning, and strategic communications. Earlier in his career, Siff served as CEO of BAV Consulting, Vice Chair of the global research firm PSB, and worked at the U.S. Department of Justice as a prosecutor and later as counsel in the Environment Division. He earned a B.A. from Harvard University, Phi Beta Kappa, and a J.D. from Harvard Law School, where he was an editor of the Harvard Law Review. Scott Siff joins us from Washington, DC. _______________________ For More on Scott Siff  Pivoters _______________________ Other Retirement Podcast Conversations You May Like The Portfolio Life – Christina Wallace The Unretirement Life – Richard Eisenberg Working Identity – Herminia Ibarra _________________________ Best Books on Retirement Our reccomendations and summaries are here _________________________ Mentioned in This Episode The Future of Work is Grey – Dan Pontefract _________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident.Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking.Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University.In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. ________________________ Wise Quotes On Rethinking Work“At 55, you may well have 30 years of work life left, but you probably have 25 really good years, which is the same length of career as from the ages 25 to 50.”On What Employers Are Missing “There's a pool of 40 million unused workers ready to go, better workers, and they're sitting there on the sidelines, begging to get in the game.”On Reframing Aging “A 65-year-old today is like a 45-year-old 20 years ago. And I'm not saying that theoretically, that's what the science is finding.” __________________________  

Michael Smith—Managing Partner and Founder, Emerald Advisors Michael Smith shares how a client-first philosophy, niche specialization, and independence helped Emerald Advisors grow from $385mm to more than $1B in assets. In Summary What happens when an advisor builds a business around client service rather than operational efficiency? Jason Diamond speaks with Michael Smith, Founder and Managing Partner of Emerald Advisors, about the path from a successful Merrill practice to an independent RIA that has grown from approximately $385mm to more than $1B in assets. Along the way, Michael shares the story of being told he was “overservicing” clients, why that moment became a catalyst for independence, and how a highly specialized service model fueled the firm's growth. Drawing on lessons from a 24-year Navy career, Michael offers a perspective on leadership, specialization, client care, and what it takes to build a durable business in today's wealth management landscape. The Storyline Growth is often viewed as the result of marketing, referrals, acquisitions, or scale. Michael Smith sees it differently. After building a successful practice at Merrill, Michael found himself at odds with the constraints of the traditional wirehouse model. What ultimately stood out wasn't compensation, technology, or platform capabilities. It was a philosophical difference around client service. When he was told he was spending too much time helping clients navigate tax planning, equity compensation, and other financial decisions outside the traditional scope of investment management, he began to question whether the model aligned with the way he wanted to serve families. That realization eventually led him to launch Emerald Advisors in late 2019. The firm started with roughly 85 clients and approximately $385mm in assets. Today, Emerald serves more than 225 families and oversees more than $1B in assets. Throughout the conversation, Michael reflects on the lessons learned from building an independent firm, developing a niche around concentrated stock positions and executive compensation, navigating custodial and technology decisions, and creating a culture rooted in accountability and service. Underlying it all is a simple belief: when firms become highly intentional about who they serve and how they serve them, growth often becomes the outcome rather than the objective. Topics Covered Merrill breakaways and independence Client service as a growth driver Building an RIA RIA growth and scalability Organic growth strategies Concentrated stock positions and equity compensation planning Ideal client personas and niche specialization Schwab and Fidelity custody relationships Advisor succession and enterprise value Navy leadership principles in wealth management The rise of mega RIAs Advisor technology and infrastructure > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did being accused of “overservicing” clients become a turning point? (08:15)Michael explains how a conversation with management revealed a deeper misalignment between his client-service philosophy and the wirehouse model. What does client service look like beyond portfolio management? (11:30)The discussion explores how tax planning, equity compensation guidance, and proactive coordination can deepen client relationships. Why can specialization accelerate growth? (15:45)Michael shares why serving a defined niche often creates stronger referrals, greater expertise, and clearer positioning. How has the RIA landscape evolved since 2019? (20:30)Michael reflects on the rise of mega RIAs, changing technology capabilities, and why he believes independent firms still have significant advantages. What role do custodians really play in an independent business? (23:15)Michael discusses his experience working with Schwab and Fidelity and why he views custodians as strategic partners rather than competitors. Is the wirehouse model still the right fit for some advisors? (26:45)The conversation challenges the assumption that independence is the best path for everyone and explores the realities of running a business. Does reaching $1 billion in assets actually change anything? (32:45)Michael offers a practical perspective on growth, success, and why asset milestones can be misleading. What can advisors learn from the “steamboat” philosophy? (37:15)Drawing on his Navy experience, Michael shares a leadership framework that continues to shape how he approaches business building and decision-making. Key Takeaways Exceptional client service can become a meaningful competitive advantage when it extends beyond investment management. Independence gave Michael the flexibility to build a service model that aligned with his philosophy rather than adapting his philosophy to fit the platform. Developing a niche around executive compensation and concentrated stock positions helped accelerate Emerald's growth. The ability to make technology, custodial, and operational decisions quickly remains a significant advantage for independent firms. Not every advisor should be independent. Running a business requires a different set of skills and responsibilities than serving clients alone. Growth milestones are useful, but they do not define success. Michael believes success existed long before Emerald reached $1 billion in assets. High-performing teams with a clear client focus often find that growth becomes a natural byproduct of execution. https://youtu.be/RjzsMcC2DnY Quotable Moments “I literally had to go back and Google the word overservicing.” “Servicing the client is the most important thing that we can do today.” “If you serve a niche and you're very good at that niche, that word gets around.” “Growth becomes the outcome.” FAQs Can an advisor really “over-service” clients? The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Does specialization still matter in a relationship business? Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. What actually changes when an advisor becomes independent? Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. Is full independence the right path for every advisor? No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. How should advisors think about the $1 billion milestone? Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. What role does an ideal client persona play in growth? Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. How can advisors balance growth with client service? One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. Related Resources The Transitioning Advisor's Lament: Things I Wish I Knew Before Freedom vs. Familiarity: Is it Worth Disrupting Comfort for Something That Might Be Better? IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider Advisor Transition Report 2026 Guest Bio Michael Smith, CPWA® is the Founder and Managing Partner of Emerald Advisors, an independent wealth management firm overseeing more than $1 billion in assets for affluent families, executives, and business owners with complex planning needs. Mike entered the wealth management industry in 2005 after a distinguished 24-year career in the United States Navy, where he served both as an enlisted sailor in the Submarine Force and later as a Limited Duty Officer aboard USS Abraham Lincoln and on major staffs around the world. He earned a Bachelor of Science in Management and an MBA with dual emphases in Finance & Accounting and International Business. Throughout his career, Mike has been known for his commitment to comprehensive planning, helping clients navigate complex issues involving concentrated stock positions, executive compensation, tax strategy, estate planning, philanthropy, and multi-generational wealth transfer. His client-first approach and passion for education have helped Emerald Advisors grow from a startup firm in 2019 to a nationally recognized RIA serving more than 225 families. Outside of the office, Mike is an avid ultrarunner, golfer, lifelong learner, and dedicated advocate for children’s health initiatives. He is a current member of the Legacy Council at Seattle Children’s Hospital and has served in leadership and board roles supporting the Juvenile Diabetes Research Foundation, the Barbara Davis Center for Diabetes, the ALS Association, and the Alyssa Burnett Adult Life Center. He is also the proud father of Kat Smith. 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… From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think a team needs to have a specialization to be competitive these days or do you think it’s okay just to be like, “My job is to be the best advisor and I want to service assets wherever those assets may come from?” Michael Smith: Another great observation. I’m going to address the niche first and foremost. I think, and I talked to R.J. Shook’s staff just recently, and having a niche gives you a specialization and it also accelerates your growth factor. If you serve a niche and you’re very good at that niche, then that word gets around. If you’re a jack of all trades, you can do lots of things but I don’t think you’re focused and you’re not hitting the right numbers that I like to see. And I think that would be my theme is the niche allows you to focus on a very specific type of ideal client, that’s a Schwab thing where you have an ideal client persona and our firm has an ideal client persona. As far as having the equity comp, I absolutely was one of the teams at Merrill Lynch that was equity compensation designated, I managed a couple of plans. My exposure to that, Jason, I haven’t thought about this in a very long time, came from UBS where I had team members that were colleagues that were associated with the Nextel Sprint plan. And I always thought that you’re taking care of the top executives but, really, my background being in the military was how do we take care of the troops, the troops, I call them sailors, and how do we educate those sailors. And one of the things I’ve always said in my entire career in the military and I still say to this day is 50% of every bonus or a promotion or something like that should go to long-term savings. So, I use that same mentality with RSUs, with stock options, with bonuses. Set that aside, let that grow because you’re not used to spending it and you will learn to spend what you make. Jason Diamond: I think that’s a great reason, it’s super smart and I love your explanation, it was a very simplistic way. Honestly, even I hadn’t thought about that around your niche, I think, becomes almost like a force multiplier for your own growth because it’s much easier to become the guy in X, Y, Z vertical than to be the guy in every financial advisor of America, across America. Let me ask you a follow-up question, you mentioned the ideal client persona. I spend a lot of time at our firm thinking about this as well, what does your ideal client persona look like. How do you think about an opportunity though that differs from that persona? So, it’s great. Obviously, everybody, it’s easy, you get somebody who’s your perfect prospect, they walk in the front door, sign me up. But when you get something that’s not down the fairway for you, is it just I evaluate it on a one-off basis or are you super disciplined to that approach because it’s who your firm is? Michael Smith: I truly haven’t given that a whole lot of thought but I will tell you how I would handle that because I am handling it with some one-offs. I like the opportunity because you’re stretching your brain in that you’re thinking about how somebody else is reacting so you’d never know. So, I like it from a learning perspective but I also know it comes with a lot of other baggage, I’ll call it baggage, because, all of a sudden, they want to short the market, they want to go long-short strategies. So, all of a sudden, they’re not in our niche and, all of a sudden, they’re taking a lot of time, they’re draining our time so I think you got to be very careful about what you wish for. And there’s a lot of great advisors out there that will walk circles around these topics that I’m like, “Okay, I would rather refer somebody so they get the right experience than give them the wrong experience.” Jason Diamond: I absolutely love that answer. The bow you just put on it, I think, is the appropriate way in my mind to put a bow. At the end of the day, wouldn’t you rather service somebody more optimally even if you don’t believe it’s yourself, I agree with that. I want to ask you one more point on the client service piece. I was playing around on your website and, on your service model, you have health as a component of the client experience of your diagram. Why do you think health matters in a financial context? Michael Smith: I always believed in a healthy mind and a healthy body will bring so much joy to you and I think health is just part of your persona. If you don’t take care of yourself and your body and your mind, then it doesn’t matter what I do, I think you got to start with health. So, I’m very big on the executive physicals, I routinely require all of our staff to have an annual physical. And, again, they’re young people but you got to have these annual … I live and breathe going to see a doctor every year to do my annual physical, not because I think I’m pretty good health, I still run, I do a lot of things but I think your life starts with being healthy. Jason Diamond: Yeah, it’s refreshing to hear that, no doubt. It’s funny to think about but 2019 is a long time ago now and, in RIA world, I almost think of it like dog years. You’ve been around the block now for a little while so I’m curious how have you seen this space change since you launched in 2019? Michael Smith: In 2019, I didn’t know what I was doing, I could barely get out a wet paper bag but I do think it’s changed dramatically. I would say the biggest thing I’ve seen in just the six and a half, almost seven years is the rise of the mega RIAs and how they’re going to shape the industry. Everyone talked about fee compression at Merrill Lynch. When I was at Merrill, we talked about fee compression, then they talked about robo-advisors and now they’re talking about artificial intelligence replacing advisors, I don’t believe that and I don’t think that’s going to happen in the RIA space. What I see the RIA space maturing is into these very big mega firms as well as these independent RIAs like myself that serve a very niche market where we can walk in our lane. The ability to transact today is so much easier as an RIA than it was at a wirehouse as well because we have instant access to technology. My military background, my Navy background says make a decision right, wrong or different, if you don’t like it afterwards or you get new data, course change. So, in our industry, we can change on a notice. I hired a tech firm last year, I didn’t like the experience nine months into it, guess what, they’re not coming back. So, I can do that but you can’t do that at the bigger firms and even the bigger mega firms would have a hard time navigating a change just like that on a dime. Jason Diamond: You bring up an interesting point. To the extent you face competition, do you find yourself competing more against traditional wirehouse type firms or RIAs like yourself, mega caps RIAs? Are your clients attuned to any of this? Michael Smith: That’s an observation I haven’t thought of either there, Jason. I would say I don’t feel that I have a … I know there’s competition out there but we have a growth issue more than we have anything else so I don’t … I can’t take on the clients that want to become my clients so I’m not competing with people too much. Jason Diamond: A capacity issue, you mean? Michael Smith: Yeah, I have a capacity issue. Jason Diamond: I think you’re not alone in that. How can I even think about competition and the like when … A lot of advisors would probably say that. I want to talk more about the capacity situation but, before I do, let’s talk a little more about the RIA setup. Who do you custody with, remind us, and why or how did you arrive at that decision? Michael Smith: Yeah. So, when I launched, I went with Schwab, Schwab is a phenomenal partner, they helped me get a lot of stuff done, I couldn’t have done it without Schwab. During the pandemic, I realized that I should probably … So, remember, during the pandemic, we had a lot of issues with the banking industry, it was almost like a financial crisis but in a very compressed time. So, during the COVID, I decided to add Fidelity as another custodian so now I have two custodians and I opened accounts on both sides of the house but I like the custodians that are there to help you, they’re very good at what they do. I don’t even consider them a competitor and they aren’t competitors, they have their own branch so I don’t consider them competitors, I think they’re my partners and both Charles Schwab and Fidelity are good partners. Jason Diamond: Yeah, I think that’s the healthy way to look at the custody relationship. That’s a very common approach, I think, is launching with one custodian and then adding a secondary custodian or a tertiary custodian down the line for one reason or another so I appreciate you sharing that because we get those types of nuts and bolts questions a lot so I figured I’d ask you. One last question on the setup and then we’ll shift gears. Has anything been a negative? So, you talked about leaving Mother Merrill behind and, Mother Merrill, we use it facetiously but obviously it implies a degree of comfort and the homeland so I’m curious if you miss anything. Michael Smith: I miss the camaraderie of being with a bunch of other folks. I mentioned this when I first launched, I mentioned it year over year with my team, the one thing that we miss as an RIA and, again, Dynasty has their benefits as well and the mega RIAs have their benefits but, if you’re a true independent like myself, we get to go to conferences that we want to and that’s a timing issue, really, a time constraint. But one thing Merrill and Morgan, JPMorgan, and the other big wirehouses have as well as the megas, they have the ability to put conferences together for their advisors or their administrators and have this education. That’s the one thing that, I think, would evolve in the RIA industry in the future as well. They’re not my competitors, they’re my business colleagues. And if we think of them as competitors, and a lot of people do because I don’t want to share my client information or what I do with my competitor because they may steal them, if you’re that insecure, then you’re probably not the right advisor in the first place. Jason Diamond: I don’t disagree with that. It’s interesting too, I hear two common answers to that question, not about Merrill but just about somebody who’s broken away, what do you miss about the captive firm world. Either on this podcast or just in conversations with advisors, brand comes up a lot and then the point you just raised. I’ll even hear like, “Hey, forget the conferences and the trainings, just being able to have an office where I’ve got eight other advisors on a row for me, it’s a little bit of a different setup than in the independent space,” and I think that’s just a reality of you take the good with the bad. And for other advisors, by the way, one of the things I want to ask you about to this point is do you believe that there are advisors that are just better served in the W2 traditional firm world or do you think that every advisor should be looking at the RIA space? Michael Smith: I think that wirehouse serves a great purpose and- Jason Diamond: Okay, me too. Michael Smith: … there’s a lot of great people that are great advisors in that wirehouse, they need the structure. What I hadn’t alluded to is, and I mentioned this to a former manager from Merrill Lynch of mine just recently, actually, I was like, “I don’t think advisors realize what it takes to run a business.” I’m not trying to sugarcoat it, running an RIA is hard work, it takes a lot of your time day in and day out to run a business as well as taking care of and servicing your clients so I do think the wirehouse venue is the right way to go. And, Jason, I want to go back to one other thing about your identity. I launched as the Smith Group because that’s what I was known at Merrill Lynch. Within three or four months, I changed that name to a firm because I did not want to be associated with it. So, when you’re at one of the wirehouses, you’re known as your team name or something of that sort, I didn’t want to be known as that, I wanted to be known as Emerald Advisors not the Smith Group because, all of a sudden, you have a single point of failure. So, brand identity, it’s not so unique inside the wirehouse because it’s a team name versus Merrill or Morgan Stanley or something like that. Jason Diamond: It’s a good segue because I’ll tell you where my mind goes when you bring that up. My mind goes is you’re smart in a way that you might not even realize or maybe you do realize which is that, if and when it ever comes time to sell this business, it is probably more valuable without your name attached to it or maybe not. But in some way, shape or form, as an RIA, you have an obligation to be thinking about that or it’s probably on your radar, maybe not an obligation. Have you given an ounce of thought to M&A either acquiring businesses, growing in that way or, ultimately, when you succeed out of this business and what the RIA space enables you to do? Michael Smith: To answer that question, yes. Everyone’s thinking about merger and acquisition, I think about succession planning from day one. I actually thought about I’m a big team person, I come from the submarine force where everyone is a key player on a submarine, every single person has a job and responsibility on a nuclear submarine. So, inside the financial services industry, I know Merrill Lynch was very big on teaming, I understand Morgan Stanley is as well because teaming gives them a breadth of responsibility where the responsibilities are shared. So, mergers and acquisitions or selling my business, I think, if you’re not thinking about that … And I’m not thinking about selling my business because that’s a distraction to me. If I needed the money, then I would’ve went to a wirehouse and that’s okay, you monetize your life’s work. Today, I’m all about what’s right for the client, what’s right for my team and what’s right for where I want to be in the next 10 to 20 years. So, I am growing, I do want to grow, I’m looking at opening offices in probably three locations in the next 24 months or so. Jason Diamond: Well, that’s what I was going to say, plenty of advisors I think would say the same, I have a lot of runway. But what about the other side of this equation which is you’ve had tremendous organic growth, you’ve tripled your client base, you’ve more than tripled the asset base, have you thought about acquisition as a mean to jet fuel the inorganic growth side of things? Michael Smith: I have but not in the typical sense that you’re looking at as buying a book of business. I want to partner with like-minded advisors that share that common thread of taking care of clients where you can serve as their trusted counsel and sit in the meetings with their attorneys and sit in the meetings with the accountants and give them sage counsel that you can only do because you’ve been with the family for 20 years. You know this family and that, not always, but I think that’s missed a lot in other firms. Jason Diamond: Yeah, I think that’s fair. I just thought of something else that you brought up. You brought Dynasty so I’m going to ask … I’m going to pull on this thread. That implies to me that you’re at least loosely aware of the supportive independence models that are out there yet you chose a very independent, autonomous path, why? Michael Smith: Because I didn’t know what I was doing. Jason Diamond: Fair. Michael Smith: Let’s be honest, I like Dynasty, I talked with Dynasty when I left. I talked to them all, I talked to Rockefeller, I talked to Morgan, I talked to Dynasty and then, when push came to shove, I wanted to be Mike Smith and launch my own firm and learn. And I will tell you, you learn drinking through a fire hose and we did that, we learned, I know the mistakes. What I didn’t want to do is just go to someplace where this is the stuff you’re going to have to use. So, I think Dynasty is a great launching platform, I think there’s other ones out there that are similar to Dynasty or the Rockefellers or the Morgans, it’s truly what you’re trying to achieve in life. What do you want for you and your clients and I always put my clients before me because I’ve always had this lifelong thing of, you do the right thing, you’re going to get taken care of. Jason Diamond: Yeah. And that’s a very common analysis, by the way, and it’s very common too for big advisors like yourself to say I did my homework across all of those different categories. I looked at the traditional wirehouses and regional firms and boutique firms, I looked at the independent broker dealers, I looked at the support platforms and the aggregators and the roll-ups and here’s ultimately what I landed on and why. Did you always know that though or was that something that it took you a diligence process to figure out? There was plenty of advisors, by the way, who come to us and they’re like, “I knew for the last five years that I was sitting there I was launching an RIA someday.” Michael Smith: Yeah. I did not know that and, to be honest with you, hindsight, I think one of those partners probably could have made me a little bit better at first because then I could have focused on clients versus focusing on, hey, how to open a business, who’s your technology … We talked about custodians and some other things but we didn’t talk about technology, how do you go find that technology. Where’s your email address come from? Who’s your chief compliance officer? When it resides on you, you got to look in the mirror. So, I think those parties out there that provide that for brand-new advisors launching could be very beneficial. I had in my mind what I needed to do and I knew I’m very frugal so mine boiled down to how much money I wanted to spend, to be honest with you. Jason Diamond: I think it is a cost benefit analysis, it is. It’s absolutely … Because if you list the functions of a support platform on paper and you showed it to somebody who didn’t know the industry, they would say, “Why on earth wouldn’t you do this? They’re taking off your plate compliance and tech and custody and the like,” and the answer is because there’s a cost associated with it and plenty of advisors decide what you decide, I wanted … Or I just wanted a greater degree of autonomy and freedom, to your point, the name on the door piece, I wanted this to be mine. Michael Smith: And, Jason, I think it also goes to the uncertainty. I had never done anything since Navy, financial advising and then launching. So, for me, I was launching with four employees I had to take care of and here I was going to hire a third party that I was going to have to spend X amount on and I didn’t even know what my income was going to be. That’s different if you’re a multi-billion dollar FA coming out of a wirehouse, the monetary dynamics are different. Jason Diamond: Agreed. Okay, here’s a good one for you. We get this concept from advisors, from firms, from private equity that a billion dollars in assets is like this magic number in our industry. Do you feel like anything’s changed now that you’re at a billion and what’s the next chapter for Emerald Advisors? Is it just continuing on this steady trajectory and serving clients and trust that everything else comes with that? Michael Smith: I go back and forth on a billion, everyone thinks that’s the right number, the biggest number that you need but I think it’s just an arbitrary numbers because it didn’t define who I was. And a lot of people define success at a billion, they define success that you’re a successful firm at a billion. I think I was a successful firm at 300 million, I was a successful financial advisor with 20 clients in 2005. I would say a billion is a multiplier, what I would tell new advisors out there today is gather assets. The more assets you have, the more revenue you generate. The more revenue you generate, the more money you can put in your pocket which means the longer you can stay in the industry. The problem with the industry is an attrition problem, not anything else. So, assets just give us the ability to have revenue which gives us the ability to grow. Jason Diamond: And is that the plan? Keep adding assets, keep growing one client at a time with the focus though, obviously, on what makes you which is a very client-centric service model. Michael Smith: Correct. There’s a lot of things I want to do in the next couple of years and expanding our footprint is our biggest one with the right partners and then just keep adding. I have a business development officer that I’m probably offer a job to here pretty soon and things are going well. Jason Diamond: Yeah, that’s great. You mentioned the tech stack and the other components of the business and I hear you on the frugal cost-benefit analysis. But who did you turn to for some of those early decisions, was it Schwab primarily who helped hold your hand through that? Michael Smith: Schwab was very good at helping me identify the tech stack at first and the tech stack is actually the one consistent, there’s a lot of things I’ve been consistent on but tech is one that I’ve stayed with them. I launched with RightSize, now they’re Advisory, they’re very good, they do the right job for us and I’m big on cybersecurity. So, tech was helpful from Schwab, Schwab helped us with that. Jason Diamond: So, we spoke a little bit about your naval experience but, I’m curious, can you tell us how has your naval experience shaped your perception or your experience in wealth management? Michael Smith: My Navy path was a lot different than many officers. I served 12 years as an enlisted person before I got my direct commission as a Mustang officer, typically called limited duty officers or loud, dumb and obnoxious as I like to say. But that experience gave me a unique perspective because I was able to be the enlisted side and officer which are the workers and then the management side so I had both experiences which was unique. When I was commissioned, Admiral Jerry Ellis, a submarine admiral that commissioned me, heard this lesson to the podium, he was just talking about me in this point but he said, “There are three kinds of people in every organization. You have rowboat people who need to be pushed, you have sailboat people who move whenever the conditions are favorable and then there’s steamboat people, they move continuously through calm or storm.” And he said, “This is Ensign Michael Smith,” he said, “Make your course.” And that’s always stood with me because you do have those three types of people in life. You got people that are just … They’re robo people, they go until they get tired. You got sailboat people that go wherever the wind blows them and then you got steamboat people that chart their own course. I would say for advisors out there make your course or just be happy with what you’re doing. But for some of us hard chargers, I think that analogy has stayed with me my entire career. Jason Diamond: It’s fantastic. I love the analogy, great naval tie in also. Thanks for sharing that. We got time for one more question. You have a fascinating background, a fascinating path to the industry, obviously, an incredibly disciplined approach around client service, any parting thoughts, words of wisdom especially as it relates to growth? That’s what strikes me most about your story is the growth that your move unlocked and that’s what every advisor who listens to our show is looking for. Michael Smith: I’m going to give another plug to Schwab on this. We actually were fortunate and I got their consulting group to come in right afterwards and I’m a big believer in having offsite. So, I’ve had an offsite, two offsites a year for my team and it’s the entire team unlike the wirehouses where you don’t take your admins and stuff like that. I take my entire team to an offsite and we group up on what we’re trying to achieve and have goals and objectives for the year. Schwab allowed us to use their consultants and we came up with our ideal client persona. Teams or firms that have this model become high performing. When you become high performing, growth becomes the outcome. I couldn’t do anything but grow. Jason, I couldn’t not grow because I had this ideal client persona, I knew how I was going to do it, it was measurable. So, growth becomes the outcome and, if you hold people responsible, then we’re all going to grow together and it’s a fun outcome. Jason Diamond: Fantastic, it’s a great place to end. Thank you so much for sharing your expertise with us, I can’t wait to see what the next chapter holds for Emerald, this has been a lot of fun. Michael Smith: Jason, thank you so much. I appreciate everything you do for the industry as well. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think

En este episodio charlo con Arnaud Laigre de Grainville, socio fundador y CIO de Estela Capital, una nueva gestora cofundada con Alejandro Entrecanales especializada en renta variable global que combina compañías de calidad con un enfoque contrarian sobre la valoración.  Repasamos una trayectoria que empieza en su juventud, leyendo a su abuelo las cotizaciones de empresas francesas y continúa en Merrill Lynch entre París y Nueva York. Su experiencia más decisiva llega en 2008: la crisis le obligó a cerrar el fondo que habían lanzado, llevándole a una filosofía de inversión centrada en líderes con ventajas competitivas duraderas.Analizamos también el método de inversión que aplica en su fondo Estela Global Equities. Hablamos de empresas concretas en las que han invertido, de las compañías que vendieron por el riesgo de disrupción de la IA, de cómo distinguen un problema temporal de una trampa de valor, su cartera personal y cómo ve la inversión a largo plazo por clases de activo.Este episodio está patrocinado por FINNK.com, servicio digital respaldado por Kutxabank para invertir desde 1.000€ en carteras diversificadas a largo plazo, con comisiones competitivas y un peso elevado en acciones (mínimo 60%) para quienes buscan crecimiento y aceptan la volatilidad del camino.TEMAS00:00 Introducción01:31 De la curiosidad por la Bolsa a Merrill Lynch 12:50 Influencia de las recomendaciones de los analistas19:40 Analista vs gestor: tener "skin in the game" lo cambia todo25:40 Aprendizaje de 2008: el peligro de las empresas de baja calidad31:30 El giro hacia la calidad 39:00 El proyecto de Estela Capital46:00 Participar en el capital de la gestora como incentivo49:20 El equipo y el análisis adversarial 58:20 Frugalidad de directivos y de inversores value01:03:50 El caso de Nike01:08:00 Oportunidad vs trampa de valor: cuando la IA amenaza un negocio01:17:00 Puig: la IPO y la tesis del sector perfumería01:24:00 Baxter y Diageo01:32:00 Indexación vs gestión activa 01:40:00 Volatilidad y las oportunidades que crea01:42:30 Invertir a largo plazo por clases de activos01:49:00 Materias primas, oro y bitcoin01:53:00 Lecturas 01:56:00 Método de valoración de empresasMás info en mi blog en Rankia:https://www.rankia.com/blog/such/7374236-119-invertir-calidad-contracorriente-arnaud-laigre-estela-capital

 EPISODE DESCRIPTION I sat down with Brian J. Esposito, CEO of Diamond Lake Minerals (DLMI) and a 25-year entrepreneur who has built over 115 companies across 25 industries. Brian has been in regulated, compliant tokenization for over 13 years , long before it was cool , and in this episode he breaks down exactly why most RWA projects are getting it wrong, why owning the underlying asset is non-negotiable, and how Diamond Lake is structured like a modern General Electric to bring fractional ownership of commercial real estate, music catalogs, hotels, and more to millions of people who have never had access to these kinds of assets before. We also get into the frothy AI IPO market, speculative leverage trading, and why the next FTX-style collapse would set the entire industry back years. If you care about where real-world asset tokenization is actually heading , not the hype , this one is for you.DISCLAIMERNothing mentioned in this podcast is investment advice and please do your own research. It would mean a lot if you can leave a review of this podcast on Apple Podcasts or Spotify and share this podcast with a friend. Be a guest on the podcast or contact us - https://www.web3pod.xyz/ CONNECT Diamond Lake Minerals (DLMI) – Official Website: https://diamondlakeminerals.com/ Twitter/X – Brian J. Esposito: https://x.com/brianjesposito?lang=enLinkedIn – Brian J. Esposito: https://www.linkedin.com/in/brianjesposito/Web3 with Sam Kamani https://www.web3pod.xyz/ KEY POINTS WITH TIMESTAMPS • [00:10] Sam introduces the episode and guest Brian J. Esposito, CEO of Diamond Lake Minerals, focused on tokenizing real-world assets• [01:43] Brian shares his 25-year entrepreneurial journey , from launching 1,200 beauty brands to building a private holding company of 115 companies across 25 industries• [02:53] Why Brian took over Diamond Lake as a public vehicle: making tokenized assets accessible to people who already know how to buy stocks• [04:18] Brian's 13-year background in regulated security tokens, his relationships with INX, Securitize, and T-Zero, and what he expected after FTX collapsed• [07:22] Why true mass adoption of security tokens happens when they appear on mainstream brokerage accounts like Charles Schwab or Merrill Lynch• [08:55] The surprising fit of tokenization for commercial real estate , stable Fortune 50 tenants, 15-year leases, and fractional revenue sharing for global investors• [11:25] How tokenization democratizes access , billions of people previously locked out of IPOs and Series A-E rounds can now invest with pennies• [13:41] Why owning any asset beats cash in an inflationary world, and how even $1-2 per month in token earnings is life-changing for people in developing economies• [15:17] Lessons from merging traditional finance with digital assets , the trust gap, the UX challenge, and why regulatory silos are the biggest barrier• [18:36] How Diamond Lake decides which industries and asset classes to pursue next , and why their network and team access is their real competitive moat• [21:19] The microtransaction fee problem in fractional investing, and how controlling your own licensed exchange changes the economics• [26:01] Brian's most contrarian take: RWA firms don't actually own the assets they tokenize, and that's a ticking time bomb for the industry• [28:09] Where RWAs are headed by 2030 , projections ranging from $6 trillion to $35 trillion , and why Diamond Lake doesn't need a big slice to win big for shareholders• [29:22] The AI IPO frenzy, leverage trading, and why history is repeating the dot-com bubble in dangerous ways• [35:23] Diamond Lake's recent merger with ECI and Stillway , over $20 billion in commercial real estate transactions over 40 years , and a first tranche of $5M investment announced• [37:18] Brian's closing philosophy: treat every dollar that comes in like it's your grandmother's, build sustainably, and let million-dollar deals grow into billion-dollar deals

In this episode of Tank Talks, Matt Cohen sits down with Michael Arbus, CEO of moomoo Canada, for a wide-ranging conversation on Wall Street trading floors, Canadian fintech, crypto regulation, AI-powered investing, and what it really takes to build and scale financial technology companies. Michael's career has taken him from the chaos of Bay Street and Wall Street desks at firms like RBC Capital Markets, TD, UBS, and Merrill Lynch to operating industrial businesses, helping scale Bitbuy into a regulated Canadian crypto marketplace, and now leading moomoo Canada as it pushes into self-directed retail trading, AI tools, options education, and investor communities.Michael shares the lessons he learned from covering major hedge funds, why one trade during the financial crisis made him rethink his role as an advisor, how spreadsheet-driven decision-making helped him turn around operating businesses, and why retail investors in Canada are ready for better tools than the legacy banking platforms have historically offered. They also dive into moomoo's AI-native product strategy, agentic investing, algorithmic trading in natural language, Canada's loyalty to big banks, the rise of retail options trading, and the founder advice Michael wishes more entrepreneurs would hear before wasting years on a business that cannot support them.Whether you're a fintech founder, startup operator, retail investor, trader, or Canadian tech ecosystem builder, this episode is packed with sharp, practical insights on the future of investing, AI, and financial platforms.From Trading Floor Chaos to Wall Street Scar Tissue (03:30)Michael describes life on massive institutional trading floors as a “casino with pumped oxygen and insanity.” The early mornings, morning meetings, nonstop client calls, and constant pressure to be relevant. Why the trading desk taught him how to process information quickly and turn noise into action.Investing in Businesses vs. Investing in Stocks (12:12)Matt and Michael break down the difference between knowing a ticker and understanding the actual company underneath it. Why some good businesses can be bad stocks, and some bad businesses can still become great trades.Scaling Bitbuy and Learning the Reality of Regulation (22:33)Michael shares how he joined Bitbuy when the business was growing but still needed operational structure. The shift from institutional finance to B2C financial services. Why serving retail customers creates a much deeper sense of accountability, especially when people are trusting a platform with their hard-earned money.What moomoo Actually Is and Why Canada Matters (27:41)Michael explains moomoo's global footprint across markets like Hong Kong, Singapore, Australia, the U.S., and Canada. The scale of Futu Holdings, the role of product and R&D, and why joining a 4,000-person global fintech machine was very different from building Bitbuy from a smaller startup team.Canada's Loyalty Problem With Big Banks (29:44)Why Canadian retail investors are deeply loyal to legacy banking brands. Michael explains how trust, safety, and brand recognition are baked into Canadian financial behavior, and why moomoo believes a regulated challenger brand can win by offering a product Canadian investors have not seen before.AI Trading Inside the moomoo App (35:55)How moomoo became one of Canada's first AI brokerage platforms. Why its AI tools are different from generic public LLMs because they are connected to paid, live market data behind the platform's firewall. How this changes the quality of answers retail investors can access.Can moomoo Challenge Canada's Banking Giants? (41:24)Michael explains who moomoo is built for and who it is not built for. Why the next generation of investors may care more about control, education, and outperformance than branch loyalty. How AI, job market uncertainty, and personal financial pressure could make self-directed investing more important.Canada's Top Trader and the Nasdaq Partnership (43:20)Michael shares moomoo Canada's trading competition, including real prize money, a $100,000 top prize, and partnership with Nasdaq. Why the initiative is designed to bring retail investors into the market in a more systematic, educated way.Can Your Startup Actually Pay for Your Life? (47:42)Michael explains why founders need to calculate their personal take-home pay before committing years to a venture. The danger of getting caught in a self-fulfilling story that feels exciting but cannot support the builder behind it.The Leadership Lesson That Still Matters Most (51:32)Michael closes with a simple but powerful lesson: kindness goes a long way. After scaling multiple teams from small groups to dozens or more than 100 people, he explains why intelligence is common, but kindness is what compounds in leadership, hiring, and company building.About Michael ArbusMichael Arbus is the CEO of moomoo Canada, a global self-directed investing and trading platform under Futu Holdings focused on retail investors, trading tools, market data, options education, and AI-powered investing experiences. Before joining moomoo, Michael built a diverse career across institutional finance, entrepreneurship, industrial operations, crypto, and fintech. He spent years on Bay Street and Wall Street trading desks at firms including RBC Capital Markets, TD, UBS, and Merrill Lynch, working with global hedge funds and covering M&A event-driven situations, mining, and energy stocks. He later moved into operating businesses, including oil, scrap metal, industrial recycling, and crypto mining, before helping scale Bitbuy into one of Canada's leading regulated crypto marketplaces. Today, Michael is focused on expanding moomoo Canada, bringing institutional-grade tools to retail traders, and helping Canadian investors understand the future of AI, options trading, and self-directed financial platforms.Connect with Michael Arbus on LinkedIn: https://www.linkedin.com/in/michael-arbus-cfa-mba-299a49/Visit the moomoo Canada website: https://www.moomoo.com/caConnect with Matt Cohen on LinkedIn: https://ca.linkedin.com/in/matt-cohen1Visit the Ripple Ventures website: https://www.rippleventures.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com

Send us Fan MailWhy are so many students disengaged in school? Why are employees doing the bare minimum at work? Why do organizations struggle to build initiative, innovation, and genuine commitment?In this episode of Thinking 2 Think, Executive Director, leadership advisor, and former NYPD officer M.A. Aponte explores what he calls The Compliance Trap—the hidden system that rewards obedience, discourages intellectual risk-taking, and produces disengaged students, quiet quitting employees, and stagnant workplace cultures.Drawing from research on intrinsic motivation, employee engagement, psychological safety, organizational culture, and modern education systems, this episode examines how schools and workplaces often reward compliance instead of critical thinking, initiative, creativity, and ownership.You'll learn:✅ Why rewards can undermine intrinsic motivation✅ The unintended consequences of PBIS and behavior-based systems✅ The real causes behind quiet quitting and workplace disengagement✅ How compliance culture affects schools, businesses, and families✅ The connection between student behavior and employee behavior✅ Why psychological safety is essential for innovation and performance✅ How CEOs, managers, principals, teachers, and parents can build cultures that encourage thinking instead of obedience✅ Practical strategies for developing proactive students and engaged employeesWhether you're a parent, teacher, school administrator, CEO, entrepreneur, manager, or simply someone interested in leadership, psychology, education, and organizational culture, this episode will challenge how you think about motivation, performance, and human development.Think Clearly. Lead Boldly. Stay Logical.Support the showAbout the host: M.A. Aponte is a former JPMorgan banker, former Merrill Lynch wealth manager, former NYPD officer, Army Officer, and Executive Director of a Charter School in Florida. He is the author of The Logical Mind and host of Thinking 2 Think. Join My Substack for more content: maaponte.substack.comConsulting/Advisory Services: MAAponte.comProfessional LinkedIn Page: www.linkedin.com/in/maaponteFinancial Budget/Wealth Management app (FREE): https://centsora.com/CHECK OUT OUR NEW CRITICAL THINKING GAME APP! Currently in BETA: Android: https://play.google.com/store/apps/details?id=com.base692af669b00f0dc8d8ad6653.appWeb: https://play.google.com/apps/testing/com.base692af669b00f0dc8d8ad6653.app*Coming soon to Apple Store

Take charge of your future. Our next group proram starts in September and is limited to 10 people. The Very Early Registration discount (45%) ends on June 21. Learn more here. — Dan Pontefract spent two decades building leadership, culture, and engagement inside high-tech and telecom organizations, and never once thought seriously about age. Then, in his early fifties, he had a wake-up call. It sent him to look under a rock he'd never lifted, where he found “an absolute cavern of issues.” The result is his sixth book, The Future is Grey: The Untapped Value of Age in the Workforce. Dan lays out the coming “bell to bulb” demographic inversion and the risks for organizations ignoring it. For individuals, he reframes the whole arc of a working life, from the language of generations (which he rejects as an ageist cognitive bias) to three universal career eras: Rivers, Rocks, and Rubies. That demographic inversion means experience will become more scarce and valuable. The through-line is don’t retire,  rewire instead. He shares stories of people who kept working or returned to work in a different way, which brings his concept of the “experience dividend” to life. ________________________ Bio Dan Pontefract is a renowned leadership and culture strategist, author, and keynote speaker with over two decades of experience in senior executive roles at companies such as SAP, TELUS, and Business Objects. Since then, he has worked with organizations globally, including Salesforce, Amgen, State of Tennessee, Nestlé, Canada Post, Autodesk, BMO, Government of Canada, Manulife, Nutrien, UBC, McGill University, Virgin Media O2, City of Toronto, among others. Dan has firsthand experience in turning leaders and corporate cultures into a competitive advantage. In addition to The Future of Work Is Grey, Dan has written five other books: WORK-LIFE BLOOM, LEAD. CARE. WIN., OPEN TO THINK, THE PURPOSE EFFECT, and FLAT ARMY garnering multiple awards including the Thinkers50 Top New Management Book and the Axiom Business Book Awards Gold Medal. Dan has also written for Forbes, Harvard Business Review, Leader to Leader, The Globe and Mail, Inc., among other outlets. Dan is a renowned keynote speaker who has presented at four TED events and delivered over 600 keynotes. He is an adjunct professor at the University of Victoria and has received over 25 personal awards. Dan’s career is interwoven with corporate and academic experience, coupled with an MBA, B.Ed, and multiple distinctions. Notably, Dan is listed on the Thinkers50 Radar, HR Weekly’s 100 Most Influential People in HR, PeopleHum’s Top 200 Thought Leaders to Follow, and Inc. Magazine’s Top 100 Leadership Speakers. ___________________________ The Future is Grey: The Untapped Value of Age in the Workforce Website ___________________________ Other Retirement Podcast Conversations You’ll Love The Second Curve of Life – Arthur C. Brooks Design a Phased Retirement – Anna Rappaport Rewirement – Helen Dennis ___________________________ Wise Quotes On Wisdom “Wisdom is to the experience dividend what oxygen is to fire.” On Retiring Retirement “Instead of using the word retire, I very much encourage people to use the word rewire.” On Demographic Shifts “We're shifting from a bell-shaped society to a bulb-shaped society, and it's going to change the talent makeup of your organization very, very soon.” ___________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.

Yvonne Johnson left investment banking in New York to join the transformation team at First Bank of Nigeria. She spent eight years there, rising to Head of Strategy and Corporate Development - restructuring the operating model and building the bank's first digital finance strategy. When she left in 2018, she didn't start a lender. She co-founded Indicina, the API-driven credit infrastructure company that banks, digital lenders, and fintechs across Nigeria and Kenya now use to make faster, smarter credit decisions. This episode is a masterclass in building at the infrastructure layer - the rails, not the balance sheet.Key Topics Covered:Why she left Merrill Lynch to join First Bank - the deliberate career bet on institutional transformationWhat eight years inside Nigeria's largest retail bank taught her about stakeholder management and systemic changeThe founding decision: why Indicina was never going to be a lenderThe cost of capital argument: why banks will always win if you try to compete on balance sheetHow to sell to institutional clients with long procurement cycles and multiple sign-offsThe real friction in Africa's credit gap - it is not just a data problem, it is an accessibility problemThe opportunity cost problem: why banks choose government bonds over consumer loansWhat the next ten years looks like for African credit infrastructureWhat she would do differently - customer sequencing and the balance sheet question revisited

Alec Hogg opens with a thesis from Merrill Lynch veteran Dr. Duarte de Silva: South Africa's abandoned gold mines and tailings dumps — written off at $300–$800/oz — are generating margins above $3,000 per ounce at today's prices. The Witwatersrand Basin still holds as much gold as has ever been extracted from it. Yet exploration spend has collapsed 95% from its 2006 peak. On the JSE: Wesizwe Platinum surges 90% as its year-long trading suspension lifts; Pan African drifts lower despite a sound Australian acquisition; Fortress Real Estate impresses on logistics; Alexander Forbes delivers flat earnings on strong revenue; and Bell Equipment executes a textbook CEO handover. Globally: the ECB raises rates, Belfast burns, and OpenAI flags Chinese disinformation targeting US data centres.

Duct fixes a lot of things, including my comedy career. Ok, not really my career, but the transportation getting me to the gigs. Here's a quick, embarrassing story about my use of duct tape. Not really looking my best as I drove around the country, but it ws functional . . .for a while.  https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief. A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy. Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

Be intentional. Design Your New Life in Retirement. Our next groups start in September. The very early registration discount ends June 21st. Learn more. What if everything you've been told about retirement is quietly working against you? John Coleman has spent his career around money and purpose, which makes his message all the more striking: money is a tool, not the point. In his new book, Good Money: Six Steps to Building a Financial Life with Purpose, he rethinks personal finance around human flourishing, and one of his steps reframes retirement itself: save for freedom, not retirement. We explore why the conventional retirement script, a withdrawl into pure leisure, carries real costs to meaning, community, and health; how continued, self-directed work changes both the math and the meaning of your plan; why your worth is never your net worth; and how to design your next chapter deliberately. It's a conversation that bridges the financial and non-financial sides of retirement, looks at retirement and purpose, and gives you a fresh way to think about what comes next. John Coleman joins us from Atlanta. ________________________ Bio John Coleman is the author of Good Money: Six Steps to Building a Financial Life with Purpose and The HBR Guide to Crafting Your Purpose. He is Co-CEO of Sovereign's Capital. He has prior professional experience at McKinsey Company, Invesco, and Bridgewater Associates, among others. He's active in his community, with current or prior experience on the boards of Teneo, the Heritage Foundation, Berry College, the DeKalb County School System, the Georgia Student Finance Commission, the Georgia Charter Schools Association, and the Georgia Independent College Association. He's been recognized as a Term Member at the Council on Foreign Relations, a Presidential Leadership Scholar, and as one of both Georgia Trend's and the Atlanta Business Chronicle's “40 Under 40.” A frequent contributor to Harvard Business Review, John and his work has been featured in Forbes, the Washington Post, the New York Times, the Financial Times, and the LA Times among other publications. He's previously published Passion & Purpose and How to Argue Like Jesus. John is an MBA graduate with High Distinction from the Harvard Business School, where he was Class Day Speaker and a Dean's Award Winner for leadership and service. And he's an MPA graduate of the Harvard Kennedy School, where he was a George Fellow and a Zuckerman Fellow. John lives in Atlanta with his wife Jackie, their four young children. _______________________ For More on John Coleman Good Money: Six Steps to Building a Financial Life with Purpose _______________________ Retirement Podcast Conversations You’ll Also Love How to Flourish…in Retirement – Daniel Coyle Mattering…in Retirement – Jennifer Breheny Wallace The Good Life – Marc Schulz, PhD How to Live a Meaningful Life – Dave Evans ______________________ Wise Quotes On Retirement “In general, I'm opposed to the idea of retirement…People are made for meaning, they're made to deploy their talents in productive ways…The frame I encourage people to take is that they're saving, not so that they have enough that they can withdraw from the world, but saving so that they have the buffer to engage the world in the way that they want to at the pace that they want to.” On Money “Breaking the hold that money has on us, making sure it's a tool, not a totem, is one of the very first mindsets that people need to adopt…Money isn't intrinsically good. Money is good only in so much as you use it for things that build flourishing in your lives and the lives of others.”  On Identity “Too often we fall into making our identity the things that are easiest to measure rather than things that are most important.” On Purpose “I believe purpose is a thing that's built, not found. It's crafted, it's not found.” __________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.  

Everybody has advice, but you better not listen to all of it. There is a LOT of bad advice out there; especially when it comes to comedy and entertainment. I've had lots of people give me advice, but I've only taken a little of it. Here's a quick story about some really bad advice. It's also kinda funny. But it truly is not something I took seriously. https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief.   A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy.   Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

Eric Schimpf left the Army on a Friday and walked into Merrill Lynch as a trainee on the following Monday morning. With no transition period, no legacy track, no shortcuts, just two suits, three ties, and a rusted-out Jeep he was encouraged to park several blocks away from the office. Thirty-two years later, Schimpf is president of Merrill Wealth Management, overseeing 25,000 associates, 1.7 million clients, and one of the strongest years in the firm's history, a record $20.7 billion in revenue across approximately $4T in assets. The path from West Point graduate and airborne ranger to the top of one of the world's most recognized wealth management franchises was built on the same principles Schimpf learned in uniform: discipline, clarity of mission, a willingness to do the work, and an unrelenting focus on the people in front of you.On this episode of The Reboot Chronicles Podcast, we sit down with Eric Schimpf, President of Merrill Wealth Management, to unpack the leadership philosophy behind one of the most significant turnarounds in wealth management.  We discuss what the military taught him about leading at scale, how Merrill is thinking about AI as a productivity multiplier rather than a replacement for human advice, and what aspiring leaders need to do to position themselves for the next decade. Schimpf also shares his perspective on hiring veterans, why he believes the country will face a shortage of financial advisors, and how the firm's approach to training is designed to prepare for the future.

A retirement is a terrible thing to waste. Don’t just retire. Design your new phase of life – with intention. Our next groups start in September. The very early registration discount ends June 21st. Learn more. ________________________ Retirement rarely unfolds exactly as planned. For Jerry Goodstein, retirement began with a clear sense of direction and a meaningful endeavor. But unexpected challenges, a deeply emotional experience helping his daughter move across the country, and an encounter with the world of ADHD coaching changed everything. In this conversation, Jerry shares how his retirement story became less about executing a blueprint and more about learning how to “turn into the swerve”  by staying open to reinvention, purpose, lifelong learning, and becoming someone new later in life. This is a thoughtful conversation about identity, letting go, service, and the surprising ways purpose can evolve, over time and in ways you may not expect, after retirement. In This Conversation, You'll Learn Why God laughs at your retirement plans How unexpected “swerves” can open new directions in life The opportunities to repurpose your skills in retirement Why letting go of identity is often difficult for high achievers How lifelong learning can reignite energy, curiosity and engagement What coaching taught Jerry about listening and presence Why service became more important than living a life of leisure ___________________________ Bio Jerry Goodstein is Professor Emeritus, Carson College of Business, Department of Management, Information Systems, and Entrepreneurship at Washington State University. Dr. Goodstein received his Ph.D. in Business Administration from the University of California, Berkeley, and his MBA and BA in Economics and Geography from the University of California, Los Angeles. He conducted research and taught business ethics, leadership, and strategy at the undergraduate and graduate levels for over three decades at Washington State University and the University of Illinois. His research on restorative justice in organizations, corporate and stakeholder responsibility, and second chance hiring has been published in leading management and business ethics journals. He is co-editor, along with Dr. Mary Gentile, of Giving Voice to Values: An Innovation and Impact Agenda, published in 2021. After retiring from Washington State University in May 2020, Dr. Goodstein continued work he had begun in 2019 to bring together businesses, criminal justice partners, and community-based organizations to develop employment-based opportunities for formerly incarcerated men and women. In January 2023 Dr. Goodstein made a major retirement/life shift to become a Certified ADHD Life Coach. He founded Where You Are ADHD after completing his ADHD life coaching program in December 2023. Since then, he has been coaching youth (teens and tweens) with ADHD. Dr. Goodstein partners with public and community-based organizations, especially those working with at-risk youth, to support both youth and their families in meeting the ADHD-related challenges they are facing in their lives. __________________________ For More onn Jerry Goodstein Where You Are ADHD _________________________ Retirement Podcast Conversations You’ll Also Love The Inspired Retirement – Nathalie Martin The Best Day of My Life So Far – Benita Cooper Changing the World One Small Act at a Time – Brad Aronson ________________________ Wise Quotes On Being Open to Reality “There are just some unanticipated swerves that come up…Turn into the swerve…Don't turn against it.” On Becoming a Beginner Again “It absolutely feels like a new beginning for me….“It's never too late to learn. It's never too late to evolve.” On Purpose “I don't think of myself as retired anymore….I've repurposed my purpose.” _______________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.  

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. 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… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and road map to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

"There's a lot of waiting around in comedy." A comedian who had been doing this for years gave me this advice during my first year of comedy. And he wasn't kidding. There IS a lot of waiting around, and being bored, before you actually hit the stage. In this episode, I talk about when I got my first taste of stage and being bored, and it was well before my comedy career began. Thanks for listening.  https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief.   A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy.   Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

In this episode, I sit down for the third time with the legendary Grant Cardone — real estate mogul, founder of Cardone Capital, and creator of the 10X movement — and this one is the most raw and strategic conversation we've ever had. Grant breaks down his brand-new Real Estate + Bitcoin hybrid fund model, explaining exactly why he's fusing institutional-quality multifamily properties with Bitcoin on the same balance sheet, and why REITs — despite managing hundreds of billions — simply cannot replicate what he's doing. We also get into the origin story of the 10X Growth Conference, why he's shutting it down and pivoting to a wealth management model to compete with Charles Schwab and Merrill Lynch, how his Cardone Foundation is giving inner-city kids access to entrepreneurial education, and why he believes most people should never flip homes. Grant also opens up about the personal and legal challenges that come with scaling at his level, how partnerships protect you, and what the coming "tidal wave" of distressed real estate will mean for investors who are positioned and patient. GRANT CARDONE Grant Cardone is the CEO of Cardone Capital and Cardone Training Technologies, Inc., owning and operating over seven privately held companies. Cardone Capital is a private equity real estate firm managing a multifamily portfolio worth over $5 billion. Under his leadership, the firm has acquired a diversified portfolio comprising 14,600 multifamily units and 500,000 square feet of commercial office space across high-growth U.S. markets, raising more than $1.65 billion in equity from nearly 20,000 accredited and non-accredited investors, while distributing over $400 million in returns with zero investor principal losses. Grant is a New York Times bestselling author, international speaker, and is considered one of the top sales training and social media experts in the world, with over 15 million followers, fans, and connections across his platforms. He is also the founder of the 10X Movement and creator of Cardone University, and in 2024 he pioneered a first-of-its-kind real estate and Bitcoin hybrid investment fund model through Cardone Capital SOCIAL LINKS Platform Handle / Link Website grantcardone.com Instagram @grantcardone X / Twitter @GrantCardone LinkedIn linkedin.com/in/grantcardone ️ YouTube youtube.com/@GrantCardone About Justin: Justin Colby is the host of The Entrepreneur DNA and The M.O.R.E Show podcasts and a best-selling author. He is a serial entrepreneur and a seasoned real estate investor with over 20 years of experience. Driven by a passion to help entrepreneurs thrive, Justin created the Entrepreneur DNA community to support business owners in building wealth, systems, and long-term freedom. Through his podcasts, books, education platforms, and hands-on mentorship, he continues to help entrepreneurs scale with clarity and confidence. Connect with Justin: Instagram: @thejustincolby YouTube: Justin Colby TikTok: @justincolbytsof  LinkedIn: Justin Colby Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of That Tech Pod, we sit down with Greg Upah for a conversation that goes far beyond scripts, software, and sales tactics. With a career path spanning academia, advertising, Wall Street, and sales education, Greg brings a rare perspective on what actually influences decision-making and why human behavior still sits at the center of great selling.We explore what stays constant across industries, whether modern sales technology has changed the game or simply changed the packaging, and why the fundamentals of buyer psychology still matter. Greg also shares lessons from mentoring the next generation of sellers at Texas A&M, discusses the ideas behind his book Sales Talks: The Why, What, and How of Selling, and reflects on the hard-earned lessons that shaped his own career.  Whether you're leading a sales team, building technology, or trying to understand how people make decisions, this episode is a look at the timeless principles behind meaningful conversations and lasting results.To get a copy of the book, Sales Talks: The Why, What, and How of Selling, Greg asks readers to email him directly at GregUpah@gmail.com.Greg Upah has built a career that spans academia, advertising, finance, and sales education. He began as a marketing professor at Virginia Tech and later at NYU Stern School of Business, before moving into industry as an associate research director and new business team member at Young & Rubicam in New York. He then spent 15 years at Merrill Lynch in senior sales and marketing roles within its Asset Management Group. For more than a decade, he has mentored students in the Professional Sales Program at Texas A&M University. A graduate of University of Notre Dame with a Ph.D. in Marketing from University of Illinois Urbana-Champaign, he has published in leading journals including the Journal of Marketing and is the author of Sales Talks.

Most of us think of questions as something we ask other people. Dr. Marilee Adams has spent years showing the opposite: the most consequential questions we ask are the ones we ask ourselves. Adams, founder of the Inquiry Institute and author of the half-million-copy bestseller Change Your Questions, Change Your Life, (a new 5th edition has just been published) joins us to make us smarter about our internal questioning. She introduces us to two mindsets that live inside all of us  — Judger and Learner — and the Choice Map™ that helps you notice which one is driving the bus. The conversation takes her work directly into the world of retirement, where Judger questions (What do I regret?, What do I resent?) can quietly shape our moods, relationships, and the texture of later life. But Learner questions (What would be meaningful next?, What does my heart want me to do?, What can I contribute?) open up possibilities for a different future. Along the way, Adams explains the physiology underpinning the two mindsets, and a single powerful question: Who do I choose to be in this moment? that she returns to again and again. She also introduces us to the five-to-seven-second “Stop, Breathe, Be” practice that can shift your nervous system anytime (from The 5 Resets: Rewire Your Brain and Body for Less Stress and More Resilience by Aditi Nerurkar, MD). If you’re thinking about designing the non-financial side of your next chapter, or looking to enhance your life in retirement, this is an episode worth re-listening to with a notebook in hand. _________________________ For More on Marilee Adams, PhD Change Your Questions, Change Your Life, 5th Edition Take the Survey & Download The Choice Map™ The Inquiry Institute __________________________ Bio  Dr. Marilee Adams is an award-winning author, executive coach, and leadership consultant whose work has shaped how leaders think, communicate, and make decisions for more than four decades. She is Founder and CEO of the Inquiry Institute, a leadership development and organizational consulting firm dedicated to building inquiry-based cultures that accelerate results and deepen engagement. Its executive coaching, training, keynotes, and eLearning programs — all grounded in Question Thinking™ — are used by Fortune 500 companies, government agencies, healthcare systems, and universities worldwide. Her book Change Your Questions, Change Your Life has sold more than half a million copies worldwide and been translated into 26 languages. Now in its 5th edition, it remains one of the most enduring frameworks for mindset shift, leadership development, and human performance — and its newest edition addresses one of the defining challenges of our moment: how to lead and think with wisdom, curiosity, and connection in an age of artificial intelligence. At the heart of Dr. Adams’ work is a deceptively simple insight: the questions we ask — of ourselves and others — shape everything. They determine the quality of our thinking, our relationships, our decisions, and our cultures. In a world increasingly mediated by technology, the human capacity for inquiry is not just a leadership skill. It’s a competitive advantage — and an essential one. Dr. Adams has coached senior leaders and advised organizations internationally and is a recognized pioneer in inquiry-based coaching and organizational transformation. She speaks and teaches worldwide, helping leaders use Question Thinking™ everywhere it matters most. __________________________ Wise Quotes On the Two Mindsets “We’re always asking ourselves questions that affect our moods, that help with our decisions, and also make a difference in whether we have a positive quality mindset or the opposite. All of us human beings have two mindsets. We always will have them — which means they are normal…The more we accept our Judger, the more acceptance and forgiveness and empathy come online. That helps you open your heart to yourself and to others.” On Questions  “Typical Judger questions in later life are: How can I just fill up my time? What would keep me from being bored? What do I regret or resent about the past? Learner questions sound different: What would be meaningful and satisfying for me going forward? What does my heart want me to do next? What can I contribute? What would be fulfilling? People who are more in Learner mindset literally live longer and have better quality lives. People who are past-oriented, regretful, resentful, live not as long and not as fulfilling. On Retirement “When you think about retirement, what’s exciting is to be open to the future and not get stuck in the past. Now you’re talking about creating a future that is intentional, and fulfilling, and healing.” _________________________ Retirement Podcast Conversations You’ll Also Love The Second Fifty – Debra Whitman Thinking Better to Live Better – Dr. Woo-kyoung Ahn The Mindful Body – Ellen Langer ________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.    

CannCon and Ashe in America close out Chapter 3 of G. Edward Griffin's The Creature from Jekyll Island and the hits keep coming. Continental Illinois triggers the world's first electronic bank run, and the FDIC quietly covers 96% of uninsured deposits while small banks down the street get shut down the same week. The chapter then jumps to 2008: Fannie Mae, Freddie Mac, AIG, TARP, the auto bailouts, and the Merrill Lynch forced merger. Henry Paulson engineers the demolition of his Goldman Sachs rivals while protecting his alma mater. Banks announce they "repaid" loans using other government money, and the whole thing gets called a success. By the end, the government quietly owns 56% of GMAC and 80% of AIG, but nobody calls it nationalization. CannCon and Ashe also compare the third and fifth editions of the book, finding key sections merged and updated. Griffin's second reason to abolish the Fed lands hard: it is not a protector of the public. It is a cartel operating against it.

Alie Dumas-Heidt chats with fellow authors about their earliest beginnings and answer everyone's favorite question - What happens next? - on The Writer's Journey. Sara Hamdan is a Palestinian American author and editor-in-chief of T: The New York Times T Style Magazine MENA. It took her ten years to publish her first novel, written in small moments between work, raising kids and navigating the pandemic, to great critical acclaim. The book was a finalist in the Jimmy Fallon Book Club 2025, recommended by The New York Times Book Review, Goodreads, Forbes, and won a Netflix story award. In her professional life, Sara is a former Google editor, New York Times journalist, and Merrill Lynch banker. She is a proud (and tired) mom of two and lives with her family in sunny Dubai. @bysarahamdan on Instagram --- Alie Dumas-Heidt is the author of The Myth Maker, a detective thriller introducing Det. Cassidy Cantwell, set in Tacoma Washington. She lives in the PNW with her husband, adult kids, and two spoiled dogs. http://aliedh.com

Have you ever found yourself having to address a group that you have pretty much nothing in common with? As a comedian and keynote speaker, it happens. Here's a quick story about a time that I had to connect. . .and I did. It's a fun story and I hope you enjoy it.  https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief.   A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy.   Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

What’s in your backyard that you haven't explored yet? And what if you decided to treat your own state like a foreign country? Beth Sobiloff and Marcia Rothwell, the co-hosts of Two Grannies on the Road, have set out to visit all 351 cities and towns in Massachusetts. They’re 121 towns in. Along the way, they’ve met second-act bakers, retired leaders turned magicians, mayors, alpaca farmers, and a man with the world’s largest collection of Back to the Future memorabilia. In this conversation, Beth and Marcia talk about why their world hasn’t shrunk in retirement, why trying and not liking something is still a win, how to spot the second act that’s already running quietly in the background of your own life, and what a real retirement curriculum might look like. If you’ve ever caught yourself drifting toward a smaller version of your life, this episode is a friendly nudge in the other direction. In this episode you’ll learn: How to discern a second act that’s right for you. How Beth turned an empty-nest into a 15-year creative project. Why abandoned hobbies offer clues for new pursuits. A template for novelty, social connection, and learning that costs almost nothing. Why presenting what you learn matters as much as learning it. And here’s are all 351 towns and cities in Massachusetts in minutes                                                                  (by two Mass natives and one NY interloper) _______________________ For More on Beth Sobiloff  & Marcia Rothman Two Grannies on the Road – You Tube Website ________________________ Wise Quotes On Experimenting “If you try something and you don't like it, it's not a failure. It's okay. You eliminated one of the things you don't like as much.” On the Curricuulm  for Retirement “Go out, experience something, then come back and present it. That's the curriculum.” On Inspiring Others  “If you have a relative or a friend who is staying at home and not getting out, make an effort to help them do that.” __________________________ Retirement Podcast Conversations You May Also Love Make Your Next Years Your Best Years – Harry Agress, MD Grandmapreneur – Connie Inukai Grace in Motion – Susan Hartzler __________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.

The San Francisco Comedy Competition is a very prestigious comedy competition. Comics are thrilled when they get invited, and that happened to me. Here's a quick story about my exeperience in the competition, and what I got out of it. I believe the competition is still going strong, so if you're a comedian, go for it! https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief.   A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy.   Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

Send us Fan MailMost founders think they need more leads. What they actually need is more certainty.Premium buyers don't choose the loudest brand. They choose the clearest one. And when your positioning, messaging, or offer structure creates confusion, high-ticket sales stall fast.In this episode, we sit down with Esther Stewart, founder of Continel, who transitioned from Fortune 500 finance roles at Morgan Stanley and Merrill Lynch into building multi-five-figure monthly businesses using one focused offer and a disciplined acquisition system.We break down why low-ticket marketing tactics often fail in premium markets, how sophisticated buyers evaluate trust, and what founders get wrong when trying to move upmarket.Inside this episode: Why “clients buy certainty” changes everything in high-ticket sales  The hidden pricing hesitation buyers can hear immediately  How to structure a premium offer starting with the outcome first  Why vague messaging kills conversions with sophisticated buyers  The difference between attention and actual buyer intent  A simple AI-assisted workflow for improving your messaging and emails  How premium funnels should guide trust, not pressure people  Why showing pricing earlier can improve qualified calls and show-up rates  What makes video sales letters actually convert premium buyers We also unpack the psychology behind premium positioning and why founders often sabotage conversions without realizing it. From unclear timelines to weak conviction in pricing, Esther explains how uncertainty quietly leaks into sales conversations and lowers trust.If you're trying to attract better clients, increase high-ticket conversions, and build a premium offer people trust quickly, this episode gives you the framework.Follow Scaling with People for more conversations on leadership, growth, systems, and the people side of scaling a business.What's the biggest place uncertainty is showing up in your sales process right now?Support the show

Show SummaryOn today's episode, we're replaying a conversation with conversation with playwright and producer Elizabeth Coplan, founder of the Greif Dialogues, a nonprofit theatrical movement that facilitates conversations about dying, death, and grief. We talk about her own connection to service and discuss how Grief Dialogues has developed a specific immersive experience of remembrance and reflection ahead of Memorial DayProvide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestElizabeth Coplan is a veteran of marketing and public relations with over four decades of experience. She began her professional journey as an aspiring actor in New York City in 1972 before pivoting to publishing, eventually becoming the managing editor of Chief Executive Magazine. After relocating to California, she climbed the ranks at Collins Foods International, ultimately serving as Director of Corporate Communications.In Seattle, Elizabeth became a trailblazer in professional services marketing, notably serving as the first Northwest marketing director for Touché Ross (now Deloitte). She later became Director of Client Service and Development at Davis Wright Tremaine, where she helped grow the firm from three to ten offices and pioneered strategic sponsorships in the legal sector. After six years, she launched her own consulting firm, advising major clients including Merrill Lynch and the University of Washington School of Law.Her service on nonprofit boards includes the Bainbridge Island Museum of Art and the Intiman Theatre, where she chaired strategic planning. In 2013, after a series of personal losses, Elizabeth began writing to process her grief. This led to the creation of Grief Dialogues, a groundbreaking play and nonprofit initiative that fosters dialogue about death and grief through theatre.Her award-winning works include Hospice: A Love Story, Untold, The Choice, and Honoring Choices, the latter adapted into a film that premiered in Los Angeles and earned multiple festival awards. She also directed and produced Juntos Nos Ayudamos, a film addressing suicide in a Hispanic family, and co-hosts the podcast Out of Grief Comes Art.Elizabeth's writing appears in professional grief therapy publications, and her full-length play 'Til Death premiered Off-Broadway in 2023 with an acclaimed cast. She is currently working on The Book Club, a new play exploring the lives of senior women.Links Mentioned in this Episode Grief Dialogues WebsiteMy Guardian Angel MoviePsychArmor Resource of the WeekThis week's resource of the week is the PsychArmor course, Good Grief. Grief is not only experienced with death, it can also occur with job loss or severe changes to physical well-being. The purpose of this course is to recognize loss and identify what is learned as a result of that loss. You can find the resource here:  https://learn.psycharmor.org/courses/good-grief Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on TwitterPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

There’s a challenge that comes with being known for what you do. When you move on you now have to figure out who you truly are. Deborah Santana spent more than three decades inside one of the most recognizable partnerships in American music as COO of the New Santana Band, co-architect of the Milagro Foundation, and the steady, contemplative presence behind a global touring life with her ex-husband, the legendary musician Carlos Santana. At an age when most people are quietly winding down, she did the opposite: she walked away from a 34-year marriage, dismantled the identity she had built around someone else's career, and started over. She earned a master's degree in her 60s, founded a new nonprofit (Do A Little), wrote a second memoir (Loving the Fire: Choosing Me, Finding Freedom), and became a trustee of major cultural institutions. But this is not a celebrity interview. It's an exploration of transitions and later-life reinvention. You’ll hear about her experience and the lessons she learned that may help you. She shares the foundational daily contemplative practice she built, the calendar block for herself disguised as “a meeting” she used to jump start her writing, and the people audit she did to illuminate who is toxic and who is the light in her life. Deborah describes how liberating it can be to be a beginner again, if you’re willing. I often say “You don't stop growing just because you retire.” But, it’s not just a saying and Deborah’s story is an case study. If you’re ready to let go of your past and discover who you truly are now, this conversation is for you.   “When you have everything stripped away that you were known as, it is a wonderful opportunity to create exactly who you are.” — Deborah Santana   You’ll walk away with: A vocabulary for the identity work that retirement requires. And not just for the “what's next” part, but also the words for the “who am I now” part. A useful framework (the Four C's) for organizing life after a major transition. A replicable practice for protecting time for the work of “becoming” even when the people around you don't quite yet understand what you’re doing. __________________________ Bio Deborah Santana is the author of Loving the Fire: Choosing Me, Finding Freedom, Space Between the Stars: My Journey to An Open Heart and the editor of the acclaimed anthology All the Women in My Family Sing. Her work has been featured by Vogue, Oprah, and NPR, among other national and literary outlets. She is the founder of the Do A Little Foundation, which supports women and girls in the areas of health, education, and happiness. Her work explores identity, social justice, spirituality, and the power of collective voice. She is mother to three artists: Salvador Santana, Stella Santana and Angelica Santana. She holds a Master of Arts in Philosophy and Religion with a Concentration in Women's Spirituality. She is a leadership donor of the Smithsonian National Museum of African American History and Culture and a Lead Investor to the Courage Museum in San Francisco. _________________________ For More on Deborah Santana Loving the Fire: Choosing Me, Finding Freedom Website _________________________ Do You Know What You’ll Be Retiring To? It’s graduation season. Will you be graduatiing from full-time work soon? Join our 10-person Design Your New Life in Retirement Group starting in September. The Very Early Registration discount ends soon. Learn more and sign up today. ___________________________ Retirement Podcast Conversations You May Also Love Mattering…in Retirement – Jennifer Breheny Wallace Navigating the In-Between – Monique Rhodes What Matters Most – Diane Button _________________________ Wise Quotes On Loving the Fire “When there is fire, when there is struggle, if I continue to walk through and find courage and bravery, then I'm going to get to the other side and realize how much I've learned, how much I've grown.” On Expectations “I expect a miracle. I expect to see someone, meet them with a smile.” On Finding Your Self “There is a special reason why you're here. So please find your authentic self, find your voice, know who you are, and go out and change the world.” ___________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.

There are a lot of things that can keep you from the stage. Here's a unique one that happened to me, that I never even considered! It's okay. I made the gig. But I can now add this to a list of ridiculous things that have happened to me in my comedy career. https://www.TheWorkLady.com  Jan McInnis is a top change management keynote speaker, comedian, and funny motivational speaker who helps organizations use humor to handle change, build resilience, and strengthen leadership skills. With her laugh-out-loud stories and practical tips, Jan shows audiences how humor isn't just entertainment—it's a business skill that drives communication, connection, and stress relief.   A conference keynote speaker, Master of Ceremonies, and comedy writer, Jan has written material for The Tonight Show with Jay Leno as well as radio, TV, and syndicated cartoon strips. She's the author of two books—Finding the Funny Fast and Convention Comedian—and her insights on humor in business have been featured in The Wall Street Journal, The Washington Post, and The Huffington Post. For over 25 years, she has been helping leaders and teams discover how to bounce back from setbacks, embrace change, and connect through comedy.   Jan has delivered keynote speeches at thousands of events nationwide, from the Federal Reserve Banks to the Mayo Clinic, for industries that include healthcare, finance, government, education, women's leadership events, technology, and safety & disaster management. Her client list features respected organizations such as: Healthcare: Mayo Clinic, Kaiser Permanente, Abbott Pharmaceuticals, Health Information Management Associations, Assisted Living Associations Finance: Federal Reserve Banks, Merrill Lynch, Transamerica Insurance, BDO Accounting, American Institute of CPAs, credit unions, banking associations Government: U.S. Air Force, Social Security Administration, International Institute of Municipal Clerks, National League of Cities, public utilities, correctional associations Women's Leadership Events: Toyota Women's Conference, Go Red for Women, Speaking of Women's Health, Soroptimists, Women in Insurance & Financial Services Education: State superintendent associations, community college associations, Head Start associations, National Association of Elementary and Middle School Principals Safety & Disaster: International Association of Emergency Managers, Disney Emergency Management, Mid-Atlantic Safety Conference, risk management associations   Her background as a Washington, D.C. marketing executive gives her a unique perspective that blends business acumen with stand-up comedy. Jan was also honored with the Greater Washington Society of Association Executives "Excellence in Education" Award. Along with her podcast Finding the Funny: Leadership Tips from a Comedian, Jan also produces Comedian Stories: Tales From the Road in Under 5 Minutes. Whether she's headlining a major convention, hosting a leadership retreat, or teaching resilience at a safety conference, Jan's programs give audiences the tools to laugh, learn, and lead.  

Most of us were trained to win at the game of life, deliver the results and get the promotion. Then one day, we arrive at retirement and discover that the game we were trained for isn’t the one that actually produces a flourishing life. New York Times best-selling author Daniel Coyle, joins us to discuss his new book Flourish: The Art of Building Meaning, Joy, and Fulfillment. He unpacks what five years of studying thriving communities (a Michigan deli, a major league baseball team, and a Vermont town that keeps producing Olympians) revealed about how good lives are actually built. We discuss: Why flourishing is a team sport in an age of individualism The difference between task attention and relational attention, and why the switch matters Why visioning may be the most useful tool for people approaching retirement Why we should probe for retirement rather than plan for it Yellow doors, the rule of surprise, and the two questions Dan uses as a personal compass If you’re approaching a transition, or you’re in the bewildering middle of one, this is a conversation worth your time and reflection. _________________________ Bio Daniel Coyle is the New York Times best-selling author of nine books, including Flourish: The Art of Building Meaning, Joy, and Fulfillment, The Culture Code (which was named Best Business Book of the Year by Bloomberg & Business Insider), and the Talent Code. He is a contributing editor for Outside magazine, and has seved an advisor to many high-performing organizations including the Navy SEALS, Microsoft, Google and he also works as a special advisor to the Cleveland Guardians. Dan lives in Cleveland, Ohio during the school year and in Homer, Alaska, during the summer with his wife Jen, and their four daughters. ______________________________ For More on Daniel Coyle Flourish: The Art of Building Meaning, Joy, and Fulfillment Website ______________________________ Wise Quotes On Games versus Gardens “Life isn’t a game to win. It’s a garden to grow.” On Flourshing & Community “All flourishing is mutual. We only become our best selves through and with other people…Who do I feel most alive with? What am I helping to grow?” On the Value of No “If you can’t say no, your yes is worthless.” ___________________________ Retirement Podcast Conversations You’ll Also Love The Good Life – Marc Schulz, PhD Making & Keeping Friends…in Retirement – Janice McCabe Will You Flourish or Languish? – Corey Keyes ____________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.

Registration for the September Designing Your New Life in Retirement is now open ________________________ Caregiving is one of the most common, and least discussed, forces that can completely reshape retirement. If you're in your 50s or 60s, there's a good chance you'll either be a caregiver, or already are one. And yet, most people haven't had the conversations, made the plans, or even considered what happens when a parent needs significant care. What starts as helping out… can quickly turn into something much bigger. And for many, it quietly begins to impact their time, their finances, their relationships—and ultimately, their own retirement plans. Today's guest, Pamela D. Wilson, is a caregiving expert who has worked with families across the country navigating these exact challenges. In this conversation, we explore: Why caregiving situations become so complicated The early warning signs of burnout How family dynamics—especially among siblings—can make things harder And most importantly, how to approach caregiving in a way that protects both your parents—and your own future If you've ever wondered how to navigate this phase of life more thoughtfully, this is an essential conversation. ___________________________ Wise Quotes On Family Relationships “Family relationships with aging parents and siblings are complicated… caregivers are thinking about what they're giving up, while parents are dealing with their own losses and mortality…An elderly parent's care needs can totally derail a child's retirement… and most people never think about that until it happens.” On Warning Signs “When you get to the point where you don't have time to take care of yourself—that is a warning sign that something is off.” On Planning for Caregiving “If you want to make decisions about how you live your life when you are older… you have to start planning today.” __________________________ For More on Pamela D. Wilson Website The Caregiving Trap: Solutions for Life's Unexpected Changes __________________________ Bio PAMELA D. WILSON is a caregiving expert, advocate, and speaker offering support to family caregivers and professional caregivers through her business of the same name. Since 1999, Pamela has been a business owner providing direct service to families, individuals, caregivers, health and care providers, attorneys, and financial planners in the areas of care management, care navigation, caregiving services, caregiver support, elder care, legal and financial appointments and estate administration. Throughout her caregiving career, Pamela has provided education and training, advocacy, and support for family and professional caregivers. Today caregiving education, training, advocacy, speaking, and caregiver support are the main focus of her business. As the result of the aging population and increase in need for family caregivers—nearly 4 in 10 Americans are caring for a loved one—it is critical that family caregivers are knowledgeable about options, plan for care, and advocate for care needs. The increase in diagnoses of chronic disease, dementia, and Alzheimer's disease strains the ability of family members—many who became caregivers as the result of an unexpected crises— to provide daily support, navigate the care system, and to plan for future needs. Professionals in healthcare, care agencies, care communities, and in the legal, and financial professions have a similar desire to be knowledgeable and to serve as a resource for family caregivers. Due to the specialization required in these industries and the day to day job demands, it is difficult for professionals to advise beyond the specialties in which they operate. Pamela's expertise in the industry since 1999 provides the opportunity for professionals working in the industry to expand knowledge beyond their day to day specialties through training and education programs offered by Pamela. Information, education, and support is offered through The Caring Generation Library®, through Pamela's book, The Caregiving Trap: Solutions for Life's Unexpected Changes, articles, podcasts, webinars, online support groups, speaking and training. She produced and hosted a radio program on 630 KHOW-AM in Denver called The Caring Generation®. Pamela continues to develop programming and education on topics to support family and professional caregivers. Pamela is a member of professional associations focusing on estate planning and elder care, financial and estate planning, caregiving, aging, and healthcare. Pamela's work has been applauded within the caregiving community because she has walked in the same shoes, and experienced the same frustrations as the professional caregivers and family members she serves. When she was 35, Pamela lost her mother to cancer and her father died a few years later. Soon after her older brother passed away, and by the time she was 40—Pamela had lost fifty percent of her immediate family. Rather than view these challenging circumstances as a tragedy, Ms. Wilson viewed them as an inspiring catalyst to answer the call in her heart to serve and help other caregivers. __________________________ Retirement Podcast Conversations You May Love My Mother's Money – Beth Pinsker Planning for Family Caregiving – Danielle Miura, CFP On My Way Back to You – Sarah Cart ___________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy.

Part Two is a solo conversation with Richard Eyre about the most personal project of his grandparenting work: the body of distilled life wisdom he has spent years developing for his 34 grandchildren — now published in the second half of The Grandparenting Blueprint. This conversation moves from the framework to the practice of how to translate a lifetime of learning into something children can actually carry with them. (Part One is here). This second part of the conversation opens with Richard’s vulnerability, sitting on a beach, feeling like a “spare tire” next to Linda’s natural grandmothering, and asking what role he wanted to play. What emerged was a question every thoughtful grandparent eventually confronts: What do I actually want to pass on? Richard’s answer became a multi-year project of identifying, refining, and teaching age-appropriate life lessons,  first as “principles,” then as “tips,” and finally, when the branding breakthrough happened, as Secrets. Richard shares the Harvard Business School case study method he adapted for nine-year-olds, the silver-dollar memorization incentive (he calls it bribery; I’ll call it incentive compensation…), how his grandchildren became unedited co-authors earning royalties, and the moment he realized the one word he most wanted to embody as a grandfather was not teacher or advisor, but champion. For listeners who are approaching or are already in the grandparent years, particularly grandfathers, who Richard observes are often the ones quietly wrestling with questions of legacy, this conversation offers both a philosophical approach and a practical starting point. The closing challenge to write down 10 lessons from your own life is the kind of exercise that could reshape how you  show up as grandparent for the next generation. _________________________ For More on Richard Eyre The Grandparenting Blueprint:How to Teach Your Grandchildren Life's Most Important Lessons (Amazon) Also available from the publisher at the author's price (40% off) https://familius.com/book/the-grandparenting-blueprint/ Use the coupon code EYREFRIEND at checkout Website Part One podcast conversation ________________________ Wise Quotes On Being a Champion “I think what the grandparent wants to do is champion them. I’m your biggest supporter. I’m your biggest fan. I want to know what you like to do. I want to understand what you’re good at and what you want to be good at. Every kid needs a champion — and that’s probably not going to be their parents. So maybe that should be their grandparent.” On the Case Study Method for Kids “Case studies are really just a story. Only you, and the grandchild in this case, are the main person in this story. And I’m not going to finish this story. You’re going to finish the story. So it’s just a great way to teach.” On Rebranding Principles as Secrets “They came across like lectures and the kids were like enduring them rather than embracing them. And so I retooled them. I rebranded them as secrets. And suddenly I had their attention and they really started to matter.” _______________________ Retirement Podcast Conversations You’ll Love Good Grandpa – Ted Page The Long Distance Grandparent – Kerry Byrne PhD All Grown Up – Celia Dodd _______________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. __________________________  

If you've ever asked yourself, “Where should I open a brokerage account?”you're not alone. This is a common question I see in personal finance groups, and it can feel overwhelming when you're trying to make the “right” choice.In this episode, I break down how to choose a brokerage account for investing outside of retirement accounts, or where to open an IRA, without overcomplicating the decision. We'll walk through the key differences between Vanguard, Fidelity, and Charles Schwab, including fees, investment options, user experience, and account types. I also explain why I generally don't recommend higher-fee platforms like Merrill Lynch for DIY investors, and why simpler apps like Robinhood may not be ideal if you're trying to build a long-term, all-in-one investing strategy.By the end of this episode, you'll have the clarity and confidence to pick a platform and get started—without getting stuck in analysis paralysis.Key Takeaway: Don't overthink it! Choose a low-cost platform and get started because taking action is how you will build wealth.Please subscribe and leave a review on your favorite Podcasting platform. Get 12 Financial Mistakes that Keep Physicians from Building Wealth at https://www.growyourwealthymindset.com/12financialmistakesIf you want to start your path to financial freedom, start with the Financial Freedom Workbook. Download your free copy today at https://www.GrowYourWealthyMindset.com/fiworkbookDr. Elisa Chiang is  a physician and money coach who helps other doctors reach their financial goals by mastering their money mindset through personalized 1:1 coaching .You can learn more about Elisa at her website or follow her on social media.Website: https://ww.GrowYourWealthyMindset.comInstagram https://www.instagram.com/GrowYourWealthyMindsetFacebook https://www.facebook.com/ElisaChianghttps://www.facebook.com/GrowYourWealthyMindsetYouTube: https://www.youtube.com/c/WealthyMindsetMDLinked In: www.linkedin.com/in/ElisaChiang Disclaimer: The content provided in the Grow Your Wealthy Mindset Podcast...

Rocky is Senior Manager Director and Co-Head of Investment Banking at Mesirow, the Chicago-based employee-owned, diversified financial services firm.  A Chicagoland native who survived Eastern stops for college at Penn and a first job at Merrill Lynch, Rocky has been at Mesirow since 2001. He has charted and contributed to the firm's emergence as a significant force in middle market M&A.  On the personal side, Rocky talks about his youthful athletic prowess, something he shares with one or none of the MMM hosts, depending on who you ask.  Interesting discussion about the near extinction of publicly traded middle market companies outside of growth sectors like health care and tech.  Also of note – the correct plural form of Pontikes, which is apparently “Pontiki.” 

This $12B Money Manager Helps Investors Put Alternative Investments In Their Retirement Accounts. Guest: Henry Yoshida CFP Co-Founder & CEO of Rocket DollarCompany: Rocket Dollar (parent company retired.com) Assets Under Custody ~ $12BWebsite: https://rocketdollar.com/Henry's Bio: Henry is CEO and Co-founder of Rocket Dollar, a web platform that lets people invest tax advantaged retirement monies into private alternative investments. Henry was founder of venture capital backed roboadvisor retirement plan platform Honest Dollar[acquired by Goldman Sachs in 2016], was the founder of MY Group LLC[acquired by Captrust], and spent 10 years at Merrill Lynch. Henry is a Certified Financial Planner and has brought multiple innovative products and methodologies to the market. Yoshida graduated from The University of Texas at Austin, has an MBA from Cornell University, and lives in Austin with his two daughters.Company Bio: Rocket Dollar is a financial services company that lets individuals open self-directed retirement accounts like IRAs and Solo 401(k) plans that give you much greater control over what you invest in like real estate, private equity, cryptocurrency, precious metals, and more.

About the Episode:In this episode of Inspired Changemakers, Julia Healey sits down with Jason Diamond, President of Diamond Consultants, to explore how the role of the financial advisor is evolving and why education and adaptability are key to long-term success. With experience at both Merrill Lynch and Morgan Stanley before starting Diamond Consultants, Jason brings a unique perspective shaped by working with some of the industry's most sophisticated advisors.Jason shares how advisors are moving beyond transactional models toward more relationship-driven practices, while navigating challenges like growth, succession planning, and a shifting client base. As investment management and financial planning become “table stakes,” differentiation has never been more important.Julia and Jason also discuss the powerful lens on philanthropy, highlighting how tools like donor-advised funds can help advisors deepen relationships and align clients' wealth with their values. Together, they unpack the growing influence advisors have not just on financial outcomes, but on legacy, purpose, and long-term impact.Connect with Jason: LinkedIn: https://www.linkedin.com/in/jason-diamond/Diamond Consultants: https://www.diamond-consultants.com/Join our community of Inspired Changemakers!The Inspired Changemakers Podcast spotlights people turning purpose into action. Each episode features a new guest sharing their journey, insights, and projects making a difference in their communities and beyond. Listen in, learn, and get inspired to take your next step!You can find us on:FacebookInstagramLinkedInYouTubeBuzzSproutSupport the show

Part Two is here What does it mean to grandparent on purpose? For Richard and Linda Eyre, the answer has been decades in the making. The bestselling authors of Teaching Your Children Values have evolved with their family, from nine children to 34 grandchildren, and along the way have developed a philosophy of proactive grandparenting that mirrors what good leadership looks like at any stage of life. In this 1st of 2 conversations about Richard Eyre’s new book, The Grandparenting Blueprint:How to Teach Your Grandchildren Life’s Most Important Lessons, we discuss: Why grandparenting is where parenting was 50 years ago — a new frontier for intentional engagement The crucial mindset shift: from manager (the parent’s role) to consultant (the grandparent’s opportunity) Their TEAM framework — Trunk, Ear, Assembler, and Matcher — four roles every grandparent can play regardless of geography or circumstance Grammy Camp, one-on-one grandfather dates, and other practices that create genuine connection across generations The Five-Facet Review: a structured conversation with adult children that turns grandparents into informed, effective supporters How knowing your family roots builds resilience in children — and what research from 9/11 survivors revealed about the power of family stories The four types of grandparents — from disengaged to all-in, and why the all-in approach treats grandparenting like a second career Linda brings warmth, insights and creativity to the grandmothering side of the equation, such as music, art, storytelling, and the precious one-on-one moments that reveal what grandchildren are really thinking. Richard brings his Harvard MBA mindset (and toolkit) to the legacy-building and structured side of grandparenting, including how to give financial help without creating entitlement. This episode is a masterclass on how to cultivate meaningful relationships with intention. It's a powerful reminder that grandparenting, like retirement itself, is far too important to leave to chance. Linda and Richard Eyre join us from Utah. _________________________ For More on Linda & Richard Eyre The Grandparenting Blueprint:How to Teach Your Grandchildren Life’s Most Important Lessons (Amazon) Also available from the publisher at the author’s price (40% off) https://familius.com/book/the-grandparenting-blueprint/ Use the coupon code EYREFRIEND at checkout Website Grandmothering: The Secrets to Making a Difference While Having the Time of Your Life – by Linda Eyre Online Grandparenting 101 Course _________________________ Bio Richard and Linda Eyre are among the most popular speakers in the world on parenting and families. Their clients and audiences range from The Young President's Organization (YPO) and major corporations and associations to a wide array of school, civic, church and community groups. They find it remarkable and gratifying that in every one of the 50+ countries where they have presented, parents have similar hopes, dreams and worries about their children regardless of economic, religious, geographic, and cultural differences. The Eyres are authors of more than 50 books, most of which deal with work/family balance and parenting, and one of which, Teaching Your Children Values, became the only parenting book in more than fifty years  to reach #1 on the New York Times bestseller list. In addition to their ongoing work with parents, their latest books are about grandparenting and “Life in Full” for Baby Boomers. Richard and Linda have been frequent guests on national network shows including Oprah, The Today Show, Prime Time Live, 60 Minutes, and Good Morning America; and they once did regular segments on the CBS Early Show. Their parenting website, ValuesParenting.com, provides ideas, guidance and creative programs for families throughout the world. But their most important production is their nine children (“one of every kind”) who, through the years, have helped formulate their ideas for books and speeches. The second generation Eyres and their spouses are an impressive bunch, all with university degrees from the likes of Wellesley, Harvard, Columbia, M.I.T., Stanford, and BYU and all having interrupted their university education to spend up to two years living abroad, studying, doing missionary work and providing humanitarian service. They are also doing their part to expand the importance of family through their own speaking, books, blogs, and websites, and they have presented Richard and Linda with 34 grandchildren. Beyond their speaking engagements, the Eyre's favorite travel projects are humanitarian expeditions to places like Ethiopia, Kenya, Bolivia, India, Romania and Mexico, and the family's Eyrealm Foundation focuses on assisting and strengthening third world families. Richard is a Harvard MBA, president of his own management consulting company (which worked with national political candidates and locally ran campaigns to build Symphony Hall, restore the Capitol Theater, expand the Salt Palace, extend the Central Utah Project and save the Hogle Zoo) and a nationally ranked senior tennis player. He was a mission president for his church in London and a former director of the White House Conference on Parents and Children as well as a candidate for Utah Governor. Linda is a teacher, musician, and co-founder of International JoySchools.com, an in-home, do-it-yourself co-op and program for teaching preschoolers the joys of life. Both Richard and Linda have served on numerous arts, university, and non-profit boards and do a radio show/podcast at BYUradio called Eyres on the Road that is now in its 14th annual season. _____________________________ Retirement Podcast Conversations You May Love Grandparents' Day – Kerry Byrne & Ted Page The Mindful Grandparent – Dr. Shirley Showalter The Art of Relationships with Adult Children – Francine Toder, PhD ______________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. __________________________ Wise Quotes On The Grandparent’s Blueprint “Linda does it by group. So she’ll have her preschool group and then she’ll have her elementary age group and they all get their turn at the Grammy camp. And I’m sitting there, Joe, like, what am I? I mean, what am I doing? This fabulous Grammy is doing all these things with all these kids and I’m just sort of an observer.  And that’s really what led to this new book about these grandfather’s secrets. I thought, well, I want to leave a legacy. There’s certain life lessons I think I’ve learned as a management consultant and all the other things I’ve done in my life. And I want to  somehow condense those concepts into something simple enough that children can understand them. That’s my legacy.” – Richard Eyre — On Listening  “We just recently met with three of our granddaughters. They’re all in university. And so we went down there to meet with them and for breakfast. And it was so fun.  We call them the babes because we have these little separate groups and these are the babes. And it was so fun to be with them. But in one breakfast, we learned more about their life than we could have imagined. And what were the three things you asked? We just said, Look, we just said, while we’re having breakfast, we just want to hear your story. We want to hear your recent story. And they just got going on telling us things. And I thought, if we’d been too specific with our questions, we would have missed part of what they said.  We love to tell stories to grad kids, but what’s really great is having them tell you their story. We’ve found that if we, it sounds funny, but if we pull out a pad or a pen and take a few notes on what they’re saying, they realize we really are paying attention. We really want to know. And they tell their story and they know it’s safe with us.we we know more about them than we would have if we just spent a big family reunion and everybody because we had some one-on-one and not only that we had one-on-ones with little kids.” – Linda Eyre — On Lecturing “But the failure is the lecturing and the other failure I want to mention and I’ve made this more than Linda. Linda is way more sensitive.  I have failed in the sense that I’ve said to some of my own sons or daughters, I think you need to do a little better with this child on such and such. In other words, giving advice that’s unsolicited on parenting to your own children is almost always a mistake. It is. And we found another interesting thing. At one reunion, we did a survey, we had a survey to our adult kids and ask them, you know, do you feel like we’re too involved and not involved enough? Would you like more? Would you like less and all that. And we just saw everybody would just love everything we’ve done.  And then we got a couple of responses like, oops, we have not been very sensitive about this. He comes from a different family with a different mindset. And you really have to be so careful. So we learned so much from that. We backed off, we learned how to ask before we did things and not just blunder into it.” – Richard Eyre __________________________ Watch out for Part Two coming on Thursday on The Secrets section of The Grandparenting Blueprint  

Francisco Blanch, head of commodities and derivatives research at Merrill Lynch, discusses the post-conflict issues facing the global oil market, the availability of jet fuel, and the potential timeframe for restoring oil flows once the war in Iran comes to an end.See omnystudio.com/listener for privacy information.

A nonprofit in West London is accepting Bitcoin donations to fund the next generation of entrepreneurs — and it all started with one conversation at a judging panel.Sheela Sharma is CEO of Portobello Business Centre, a 30-year-old nonprofit that helps underserved entrepreneurs — 70% of them women — start and grow their own businesses. Before that, she spent 14 years in investment banking, including as an equity analyst at Merrill Lynch covering medical devices and pharma. She came in knowing nothing about finance. She left as a COO.

The wellness industry has a problem, and Ezekiel Emanuel is one of the few people willing to call it out. In his new book, Eat Your Ice Cream: A Contrarian’s Guide to Living Longer, Healthier, and Happier, the bioethicist, oncologist, and former White House health advisor challenges both the influencers selling unproven supplements and the culture of wellness-as-self-punishment. In this episode, Emanuel makes a compelling research-backed case that the single most powerful determinant of health, longevity, and happiness is social connection, not sleep scores, protein intake, or VO2 max. Drawing on the Harvard Adult Development Study, the longitudinal study, going strong after 88 years, and other research worldwide, he explains why loneliness is biologically dangerous, and why doctors almost never ask about it. He also makes important points about retirement. When 40 hours of purposeful work becomes 40 hours of passive television, the brain pays a price. Emanuel argues that retirement requires deliberate design to replace the cognitive challenge, social contact, and structured schedule that work once provided. And he offers Ben Franklin, inventor of bifocals at 79, and still inventing at 81, as a model for what staying fully alive in later life actually looks like. Ezekiel Emanuel joins us from Washington, DC. ________________________ For More on Ezekiel Emanuel Eat Your Ice Cream: A Contrarian’s Guide to Living Longer, Healthier, and Happier Website ________________________ Bio Ezekiel J. Emanuel, MD, PhD, is the Vice Provost for Global Initiatives and the Diane v.S. Levy and Robert M. Levy University Professor. An oncologist and world leader in health policy and bioethics, he is a Special Advisor to the Director General of the World Health Organization, Senior Fellow at the Center for American Progress, and member of the Council on Foreign Relations. He was the founding chair of the Department of Bioethics at the National Institutes of Health and held that position until August 2011. From 2009 to 2011, he served as a Special Advisor on Health Policy to the Director of the Office of Management and Budget and National Economic Council. In this role, he was instrumental in drafting the Affordable Care Act. Dr. Emanuel is the most widely cited bioethicist in history. He has over 350 publications and has authored or edited 15 books. His recent publications include Which Country Has the World's Best Health Care (2020), Prescription for the Future (2017), Reinventing American Health Care: How the Affordable Care Act Will Improve our Terribly Complex, Blatantly Unjust, Outrageously Expensive, Grossly Inefficient, Error Prone System (2014) and Brothers Emanuel: A Memoir of an American Family (2013). In 2008, he published Healthcare, Guaranteed: A Simple, Secure Solution for America, which included his own recommendations for health care reform.Dr. Emanuel regularly contributes to The New York Times, The Washington Post, The Wall Street Journal, and The Atlantic and often appears on BBC, NPR, CNN, MS NOW and other media outlets. He has received numerous awards, including election to the Institute of Medicine (IOM) of the National Academy of Science and awards from the American Academy of Arts and Sciences, the Association of American Physicians, and the Royal College of Medicine (UK). He has been named a Dan David Prize Laureate in Bioethics and is a recipient of the AMA-Burroughs Wellcome Leadership Award, the Public Service Award from the American Society of Clinical Oncology, the Lifetime Achievement Award from the American Society of Bioethics and Humanities, the Robert Wood Johnson Foundation David E. Rogers Award, the President's Medal for Social Justice from Roosevelt University, and the John Mendelsohn Award from the MD Anderson Cancer Center, as well as honorary degrees from Icahn School of Medicine at Mount Sinai, Union Graduate College, the Medical College of Wisconsin, and Macalester College. Dr. Emanuel is a graduate of Amherst College. He holds a M.Sc. from Oxford University in Biochemistry and received his M.D. from Harvard Medical School and a Ph.D. in political philosophy from Harvard University. ________________________ Retirement Podcast Conversations You’ll Also Love   The Good Life – Marc Schulz, PhD Retiring: Creating a Life That Works for You – Teresa Amabile How Not to Age – Dr. Michael Greger _________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. __________________________ Wise Quotes On Wellness “Wellness should be about joie de vivre — about joy in life. It should not be only self-deprivation…Most of wellness is about don’t do stupid stuff — and most of it, we already know.” On Retirement “Most people when 40 hours of work drops out, 40 hours of TV comes in. Very passive. Not very intellectually challenging. That’s not retirement — that’s a slow decline…We don’t spend nearly enough time thinking about the brain part of retirement. Your brain is probably more important than your money.” On Willpower vs. Habits “If you have to use your willpower every time you do something, you can forget it. You have to make the wellness activity part of your habit. Doing it three to four times a week for about six weeks, that’s about what you need for a new activity to become ingrained.”  

What if cognitive decline in your 60s, 70s, and 80s is not inevitable — but largely a function of choices you’re making right now? What can you do to stay sharp in retirement? Dr. Majid Fotuhi is a neurologist, who teaches at Johns Hopkins University, and the author of The Invincible Brain: The Clinically Proven Plan to Age-Proof Your Brain and Stay Sharp for Life. He has spent decades studying the most malleable structure in the human brain, the hippocampus, and what he’s found challenges almost everything most people believe about aging and the mind.  The brain can grow. New neurons can form at any age. The most powerful predictor of late-life cognitive health is not your genes — it’s your daily habits. And retirement, done the traditional way, is one of the most reliable accelerants of cognitive decline that exists.  In this episode, Dr. Fotuhi walks us through his Five Pillars of Brain Health, the science of neuroplasticity, and what the research says about exercise, sleep, stress, nutrition, and brain training. He also shares one of the most remarkable patient stories of his career including a woman who arrived at his clinic in a wheelchair, seemingly destined for a nursing home, and left 12 weeks later looking for a new job.  If there’s one conversation that makes the case for designing an active, engaged, and cognitively rich retirement life, this is it. _________________________ Bio Dr. Majid Fotuhi is a neurologist and neuroscientist who has spent more than three decades studying memory, aging, and Alzheimer's disease. He trained at Harvard Medical School and Johns Hopkins University, where he later served on the faculty and taught neuroscience to students and physicians. Over the course of his career, Dr. Fotuhi has evaluated thousands of patients with memory concerns and has researched how lifestyle, medical health, and brain biology interact. His work focuses on a central question: why do some people remain mentally sharp into their 80s and 90s while others develop cognitive decline? To answer this, he developed a practical brain-health program that integrates exercise, nutrition, sleep, stress management, and cognitive training. His research and clinical experience led him to write The Invincible Brain, a guide designed to help readers strengthen memory, improve focus, and reduce their risk of dementia by building what he calls “brain reserve.” Dr. Fotuhi is also the founder of NeuroGrow Brain Fitness Center and frequently lectures to physicians, corporations, and community groups about preserving cognitive vitality across the lifespan. His goal is to shift the public conversation about aging—from fear of Alzheimer's disease to proactive brain health. He lives in the Washington, DC area with his family and continues to teach, write, and develop educational programs that empower people to take an active role in protecting their brains. __________________________ For More on Majid Fotuhi The Invincible Brain: The Clinically Proven Plan to Age-Proof Your Brain and Stay Sharp for Life NeuroGrow Brain Fitness Center __________________________ Retirement Podcast Conversations You May Also Love Make Your Next Years Your Best Years – Harry Agress, MD Why Brains Need Friends – Ben Rein Breaking the Age Code – Dr. Becca Levy Why We Remember – Charan Ranganath ____________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 2 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. ______________________________ Wise Quotes On Retirement and Your Brain “The idea that you retire and now you relax, you sit by the pool and just do crossword puzzles, is not a good idea. I view retirement as a new childhood. I think that as I’m in my 60s now, it’s like a new world. You can choose how busy you will be by the decisions you make. A mistake that people commonly make about retirement is to think that they just need to have enough money. What they don’t realize is the cognitive reserve — that’s the most important factor. Your brain is your biggest asset. And the good news is that you can keep on growing your brain reserve in your 70s and 80s. On Lifestyle vs. Genetics “Genetics play a strong role for early-onset Alzheimer’s disease. However, the most common form — late-onset Alzheimer’s disease — has a small genetic component. If you have a grandmother or parents who developed Alzheimer’s in their 80s, your risk may go from 2% to 4%. However, if you have poor lifestyle choices — diabetes, obesity, sedentary lifestyle, too much stress, lack of brain activity — your risk is 16-fold higher. Your 2% chance becomes a 32% chance. In summary, your lifestyle choices have a much stronger role in your cognitive function in late life than genetics do for late-life Alzheimer’s disease.” On the Power of Narrative “So much of what happens to our brain depends on the narrative that we have in our head about how things should happen. If you think you’re going to decline as you go into your sixties and seventies, you will. But if you have the narrative that, hey, I may be forgetting names a bit more often, but look at all the things I’m doing, look at how I’m impacting my community — there are two different narratives. If you have the negative narrative, you will get there. If you have a positive narrative, you will continue on that path.” On Exercise  “Exercise is really the fountain of youth. I know people talk about it figuratively, but it really is the fountain of youth. If you could bottle the benefits of exercise and give it to people as medicine, it would reduce the risk of Alzheimer’s disease literally — not just indirectly, directly. Walking 10,000 steps a day reduces your risk of Alzheimer’s disease by 50%. Dozens of studies have shown that. Physical movement should be a priority — the number one priority. You don’t have to do a marathon or a triathlon in order to see the benefits. Walking 3,000 to 5,000 steps a day reduces the footprints of Alzheimer’s disease in the brain.” On Sleep “Sleep is not a passive process — it’s not like you’re just lying in bed doing nothing. During sleep, a lot of cleaning and rinsing happens in the brain, and your memories are being consolidated. The things that go on during deep sleep at night are similar to all the garbage collection that happens at night in New York City. Imagine if the garbage collection doesn’t happen for a month — it would be a disaster. When people cut down on their sleep, the brain is not as clean and crisp as it would be otherwise. Your neurons are very sensitive, fragile cells. When they don’t work, your brain doesn’t work, your cognitive abilities, your mood, your experience of daily life — the joy you would have otherwise is not there. Sleep is critically important for brain maintenance.” __________________________ The views and opinions expressed by guests on The Retirement Wisdom Podcast are those of the guests and do not necessarily reflect the policy or position of the host or Retirement Wisdom, LLC. The Retirement Wisdom Podcast covers the non-financial aspects of retirement. From time to time we may invite guests who discuss other aspects of retirement planning, solely for educational purposes. Listeners are advised to consult qualified financial and/or medical professionals on those matters.  

Chad Taylor: Stop Doing This If You Want To Be RichLearn the mindset and moves that lead to real results. Please visit my website to get more information: http://diversifiedgame.com/In this episode of Diversified Game, Kellen sits down with Chad Taylor, CFP and financial advisor at Seapoint Wealth Advisors, to break down real wealth building, investing mistakes, and why most people fail financially. Chad shares insights from nearly 30 years in the industry, including how to avoid fear and greed, why timing the market doesn't work, and how discipline beats hype every time.Guest: Chad TaylorCompany: Seapoint Wealth AdvisorsWebsite: https://www.seapointwealth.com/⏱️ Timestamps + Key Moments0:00 Enter1:40 Growing up lower income and wanting more financially3:20 Getting started at Merrill Lynch and early mentorship6:20 Why mentorship is critical before going solo8:00 Building a financial business from scratch10:00 With10:45 Fear and greed in investing explained12:00 Why timing the market destroys wealth15:00 Real story of losing years trying to time investments17:00 FOMO and chasing hot stocks like Nvidia18:40 Lifestyle creep and spending traps20:00 Teaching younger generations about money21:00 Inheritance, wealth transfer, and family planning23:00 Should you “die with zero”?24:45 Chairman27:30 Best investing books to read now33:30 Bitcoin, crypto, and how to think about it38:50Final advice: learn

Stijn Schmitz welcomes back John Feneck to the show. John is CEO of the Feneck Consulting Group. In this in-depth discussion, Feneck shares insights into critical minerals, defense metals, and investment opportunities across various sectors. John is particularly bullish on tungsten, highlighting that China currently produces about 81% of the world’s tungsten supply, creating significant potential for Western mining companies. Feneck specifically recommends two companies as promising tungsten-focused investments. He notes the critical mineral space is receiving substantial government attention, with the US dedicating $112 billion to support critical mineral development. The geopolitical landscape, particularly tensions with China and ongoing conflicts, further underscore the importance of diversifying mineral supply chains. In the silver market, Feneck maintains an optimistic outlook. He currently holds an 18% portfolio position in silver and suggests the metal has significant upside potential. Regarding gold, Feneck believes there’s still substantial room for growth. Major banks like JP Morgan, Bank of America, and Goldman Sachs are maintaining forecasts between $5,500 and $6,000, indicating continued confidence in the sector. The discussion also touches on broader market dynamics, including potential sector rotation away from technology and AI stocks. Feneck emphasizes the importance of understanding market volatility and being prepared for potential short-term pullbacks. Timestamps: 00:00:00 – Introduction 00:01:00 – Defense Metals Outlook 00:03:05 – Tungsten Stock Picks 00:06:42 – Tungsten Supply Pricing 00:09:00 – Silver Defense Applications 00:10:30 – Portfolio Performance Highlights 00:12:55 – Silver Premium Dynamics 00:15:00 – Silver Miners Opportunities 00:19:06 – War Black Swan Impact 00:20:31 – Oil Energy Investments 00:22:10 – Oil Related Products 00:23:36 – Rare Earth Elements 00:25:23 – Gold Bull Market Views 00:29:03 – Miner Valuations 00:32:08 – Upcoming Conferences Details 00:34:00 – Concluding Thoughts Guest Links: X: https://x.com/feneckconsult YouTube: https://youtube.com/feneckcommoditiesreport LinkedIn: https://www.linkedin.com/company/feneckcommoditiesreport E-Mail: mailto:john.feneck@yahoo.com Website/Newsletter: https://www.feneckconsulting.com/ Conference: https://topshelf-partners.com John Feneck’s upcoming conferences: May 17 to 19, 2026 = Grand Hyatt, Washington, DC May 20 to 22, 2026 = Four Seasons, Fort Lauderdale, FL Both events are invitation only. If interested, please email John at john.feneck@yahoo.com no later than April 15. Go to “events” then “Washington DC or Florida”, then “companies” to see who has been invited on the event website: https://topshelf-partners.com/ . Investors can attend in person, or virtually. Ticker’s Discussed:Western Star Resources (WSRIF, WSR), Triumph Gold (TIGCF, TIG), Gold equity ETFs (GDX, GDXJ), Silver Equity ETFs (SLVP, SILJ), Silver47 Exploration (AAGAF, AGA), Guardian Metal Resources (GMTLF, GMET.L (US ticker will soon uplist to NYSE as “GMTL”)), Paramount Gold (PZG), Denarius Metals (DNRSF, DMET). John Feneck is CEO of Feneck Consulting Group. He began his career in 1992 as an equity analyst for Merrill Lynch's global allocation fund. From 1993 to 2019 he held senior executive roles at Merrill Lynch Funds (now BlackRock) and J.P. Morgan Chase Funds, where he ranked #1 in gross and net sales once at Merrill Lynch and three times at J.P. Morgan (among 40 peers). Since 2017 he has contributed articles to Kitco—becoming a regular contributor in 2021—and has appeared as a featured guest. He's delivered over 250 client seminars and webinars, spoken at 12 global commodities events, and in 2017 joined Sprott's precious metals portfolio-management team. There he developed a proprietary methodology combining technical analysis with direct insights from company management, advocating a “go anywhere” strategy and a diversified portfolio of 25–50 resource stocks to navigate the sector's volatility. In September 2019 he founded Feneck Consulting Group, helping small- and mid-cap metals and mining companies raise brand awareness and advising high-net-worth advisors on market opportunities and risks. He holds Series 7, Series 63, CMFC and CIMA Level 1 certifications (though he is not a licensed advisor) and focuses on consulting. Based in Scottsdale, AZ, he's a single dad to an 11-year-old daughter and spends weekends as a professional musician, athlete and traveler.

Retirement triggers one of the most profound re-evaluations many people will ever face. A career ends. Structure disappears. Identity shifts. And suddenly a question that could be put off — What do I really want out of life? — becomes more urgent and unavoidable. Valerie Tiberius has spent her career building a useful framework for exactly that question. Her insights offer you something much more valuable than advice on life from your Financial Advisor – a way of thinking about your values, goals, and well-being in one of the most important transitions of your lifetime. Valerie Tiberius joins us from Minnesota. __________________________ Bio Valerie Tiberius is the author of What Do You Want Out of Life? A Philosophical Guide to Figuring Out What Matters (Princeton University Press, 2023). She is the Paul W. Frenzel Chair in Liberal Arts and Professor of Philosophy at the University of Minnesota, where she has taught since 1998. Her work sits at the crossroads of philosophy and psychology — specifically, how both disciplines illuminate what it means to live well. She is the author of four additional  books, including The Reflective Life: Living Wisely with Our Limits, Well-Being as Value Fulfillment, and her widely acclaimed ). Her newest book, Artificially Yours: Real Friendship in a World of Chatbots, is forthcoming from Princeton University Press in May 2026. Valerie has received grants from the Templeton Foundation and the National Endowment for the Humanities, and her ideas have reached audiences through MPR News, numerous podcasts, and speaking engagements worldwide. __________________________ For More on Valerie Tiberius What Do You Want Out of Life? A Philosophical Guide to Figuring Out What Matters Artificially Yours: Real Friendship in a World of Chatbots (availabkle for pre-order – coming in May) Website __________________________ Mentioned in This Episode Why you should swap your bucket list with a chuck-it list __________________________ Retirement Podcast Conversations You May Like The Art of the Interesting – Lorraine Besser, PhD The Good Life – Marc Schulz, PhD Living for Pleasure – Emily Austin, PhD Life in Three Dimensions – Dr. Shige Oishi ____________________________ About The Retirement Wisdom Podcast There are many podcasts on retirement, often hosted by financial advisors with their own financial motives, that cover the money side of the street. This podcast is different. You'll get smarter about the investment decisions you'll make about the most important asset you'll have in retirement: your time. About Retirement Wisdom I help people who are retiring, but aren't quite done yet, discover what's next and build their custom version of their next life. A meaningful retirement doesn't just happen by accident. Schedule a call today to discuss how the Designing Your Life process created by Bill Burnett & Dave Evans can help you make your life in retirement a great one — on your own terms. About Your Podcast Host Joe Casey is an executive coach who helps people design their next life after their primary career and create their version of The Multipurpose Retirement.™ He created his own next chapter after a 26-year career at Merrill Lynch, where he was Senior Vice President and Head of HR for Global Markets & Investment Banking. Joe has earned Master's degrees from the University of Southern California in Gerontology (at age 60), the University of Pennsylvania, and Middlesex University (UK), a BA in Psychology from the University of Massachusetts at Amherst, and his coaching certification from Columbia University. In addition to his work with clients, Joe hosts The Retirement Wisdom Podcast, ranked in the top 1% globally in popularity by Listen Notes, with over 1.6 million downloads. Business Insider recognized Joe as one of 23 innovative coaches who are making a difference. He's the author of Win the Retirement Game: How to Outsmart the 9 Forces Trying to Steal Your Joy. ______________________________ Wise Quotes On Values and Alignnment “I think living in accordance with your values, living up to your values, doing the things you value, that just is what it is to live a good life. So the good life is the life in which you fulfill the best values for you… Life goes well to the extent that we pursue and fulfill our appropriate values over time — not the values society assigns us, but the ones that are emotionally authentic, reflectively endorsed, and capable of being sustained together.” On Hidden Goals “If you don’t acknowledge [a hidden goal] and it’s there, it will come up and haunt you at some point. It will come and hit you in the face.” On Adding a Chuck It List to Your Bucket List “Sometimes you have to give yourself permission to say, I’m never going to do that. I’m just not going to do it. And for my dad, it was learning Spanish. He really thought an educated person – my father has a PhD, he’s very educated – an educated person knows a foreign language. And then at some point in his 70s, he was like, it’s not happening now. I got better things to do.  And he does have other things to do. So I think the Chuck-it list is important for the specific goals we have. And sometimes there’s a whole big value that needs to be chucked. If your capacities change, there are things you just can’t do anymore.” On Listening to Your Emotions “I really think it’s worth spending some time reflecting on what matters to you and thinking about whether you’re tracking it – because I think people have a tendency to get caught up in trivial crap that doesn’t really matter. And then the second part is I think that, although I’m recommending being reflective and thinking about these things, that process has to be informed by our emotions. So you can’t just sit and think about what you believe. You also have to listen to your body, they would say if you were in a yoga class. But there’s something to that. Listen to what your emotions and motivations are yelling at you from the bullpen.”  

Dany Garcia has built one of the most powerful portfolios in entertainment, but her path there was anything but smooth. Before she became the chairwoman, entrepreneur, and strategic force behind some of Hollywood’s biggest names, she was a 13-year-old girl who decided she was going to build wealth and create a life for herself. From selling men’s suits as a teenager to leaving Merrill Lynch to start her own firm, to architecting the career of Dwayne “The Rock” Johnson (even after their divorce), Dany has spent her life questioning the rules about power, ambition, and success. But behind the empire is a story of setbacks, rejection, and reinvention. Dany believes that there is no big life without losses, and that the willingness to keep showing up after failure is the real difference between people who dream big and people who build big. In this episode of Question Everything, Dany opens up to Danielle about the lessons that shaped her: childhood expectations, career risks, painful losses, and the mindset that helped her rebuild again and again. Dany shares: The rule she broke that changed her life: “The red carpet is only for celebrities.” How she decided at 13 years old that she was going to create wealth. Selling men’s suits at 16 and the early lessons that shaped her business mindset. Meeting Dwayne “The Rock” Johnson in college — and later becoming the architect of his career. Why she continued working with Dwayne professionally even after their divorce. What she learned from walking into Hollywood boardrooms where people didn’t take her seriously. The painful realization that the system she helped build might never give her the recognition she expected. The moment she decided to stop waiting for her “turn” and create her own platform. Why she believes winning and losing are inseparable when you’re building a big life. Becoming a competitive bodybuilder in her 40s and what athletics taught her about resilience. The philosophy behind her brand Dany Garcia’s Donny Moss and advancing the human experience. What she does better than almost anyone else in business. How success has evolved from money and ambition to culture, sustainability, and impact. Follow Dany @DanyGarcia to stay updated on her latest ventures, including DANIMÁS, The Garcia Companies, Seven Bucks Productions, the UFL, and more. Book Recommendation: Power vs. Force by David R. HawkinsSee omnystudio.com/listener for privacy information.