Podcasts about newport beach

If you're sitting on a large capital gain from appreciated stock, real estate, or the sale of a business, deciding what to do next can have tax and investment implications that extend well beyond the year of the sale. Timing, liquidity, investment structure, and your long-term plan all matter. In this episode, Robert Curtiss talks with Nick Rosenthal, Co-Chief Executive Officer of Griffin Capital Company, LLC, about Qualified Opportunity Zones and the 2.0 rules beginning in 2027. They explain the five-year deferral period, 10% gain reduction, and potential tax treatment after a 10-year hold. Nick also covers eligible gains, 180-day investment windows, real estate development timelines, income expectations, portfolio diversification, and why manager selection and investment discipline should come before tax benefits. They also look at appreciated stock, real estate, and business-sale gains. Nick discusses: How Opportunity Zones 2.0 create five years of tax deferral and a 10% reduction on deferred gains for investors Which capital gains may qualify, including appreciated stock, real estate, and business-sale proceeds How the 180-day investment window changes for individual gains, pass-through entities, and K-1 income Why development, stabilization, and income phases shape the return profile of opportunity zone funds Why manager selection, portfolio quality, and investment discipline should come before the tax benefits And more! Resources: Educational videos (bottom of the page) Connect with Nick Rosenthal: LinkedIn: Nick Rosenthal Website: Griffin Capital Connect with Robert Curtiss: rcurtiss@seia.com (626) 795-2944 About Robert Curtiss  LinkedIn: Robert Curtiss Facebook: Robert Curtiss SEIA LinkedIn: SEIA About Our Guest: Mr. Rosenthal serves as Co-Chief Executive Officer at Griffin Capital Company, LLC, where he is responsible for working directly with the firm's executives across Acquisitions, Asset Management, Due Diligence, Product Development, Accounting, Investor Relations, Marketing, and Equity Sales. In this capacity, Mr. Rosenthal is responsible for directing the firm's strategic vision and advancing key initiatives across the organization. With extensive experience and expertise in both the financial services and real estate industries, Mr. Rosenthal has authored whitepapers on real estate investing and associated financial planning strategies. He is highly regarded for his thought leadership and is often featured in industry publications and events, offering insight into the current investment dynamics in the property markets. Mr. Rosenthal has been involved in the underwriting and acquisition of multifamily and industrial real estate investments and has been directly responsible for raising over $2 billion of investor capital across various real estate strategies and investment structures. Mr. Rosenthal is a registered Series 7 licensed representative. He is a Graduate of George Washington University and a resident of Newport Beach, California, where he resides with his wife and two sons.

Today, Balboa Island is one of Newport Beach's most recognizable neighborhoods, packed with waterfront homes, boutiques, boats, and visitors strolling the bayfront. But its beginnings were far less glamorous: much of the “island” being marketed to buyers was still a muddy tidal flat that disappeared beneath the water at high tide. The story involves an ambitious developer, hundreds of optimistic buyers, repeated flooding—and one of the most brutally memorable remarks ever attributed to a Newport Beach mayor.

Interview recorded - 25th of September, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming on Peter Schiff. Peter Schiff is the Founder of Euro Pacific Asset Management and SchiffGold, a physical precious metals dealer. With nearly four decades of experience in global markets and financial advisory, he is a widely recognized economist, financial commentator, and author.During our conversation we spoke about his overview of the economy, why markets are unconcerned, FED actions, debt crisis, treasury buybacks, the Bond endgame, replacement of the dollar and more. I hope you enjoy!0:00 - Introduction0:49 - Overview of the economy and markets?2:37 - Markets unconcerned6:11 - FED actions9:06 - Inflation10:58 - US deficit13:13 - Treasury buyback15:18 - Less leverage17:46 - Bond endgame20:17 - Replacement of the dollar21:34 - Bretton Wood currency?26:02 - Gold crash during crisis28:02 - Assets Peter is bullish on?29:40 - AI CrisisPeter Schiff's investment career began with Shearson Lehman Brothers in the early 1990s. In 1996, he and a partner started Euro Pacific Capital in Los Angeles, later moving the headquarters to Connecticut. The firm has since expanded, with offices in Scottsdale, Arizona, Boca Raton, Florida, Newport Beach, California, Los Angeles, and New York City. Euro Pacific Capital's investment strategy focuses on long-term wealth savings in the face of a declining US dollar with an emphasis on emerging market and commodity-focused investments.Peter is best known for accurately forecasting the 2008 financial crisis. During a Fox News debate in December 2006, Schiff said, “What's going to happen in 2007 is that real estate prices are going to come crashing back down to Earth.” Business news journals reported that Schiff accurately predicted the crisis, while “nearly all [macroeconomists] failed to foresee the recession despite plenty of warning signs.”Peter has also worked in the political arena, first serving as an economic advisor for Ron Paul's 2008 presidential campaign and later running for United States Senate in Connecticut in 2010 as a Republican. Politically, he leans Libertarian, with an emphasis on fiscal conservatism.Peter started SchiffGold in 2010 after recommending for decades that investors allocate 10-20% of their portfolios to physical precious metals. Peter became concerned that some of his Euro Pacific Capital clients were being misled into purchasing overpriced “numismatic” gold and silver products from gold dealers with unsavory business practices. Peter started SchiffGold to provide a trustworthy alternative that would sell only the most liquid physical bullion products at the lowest possible prices. SchiffGold is backed by Peter Schiff's Guarantee that it will only sell the most liquid physical bullion products at the lowest possible prices.Peter's expertise on money, economic theory, and international investing makes him a highly sought after as a speaker and analyst. He has been quoted and interviewed hundreds of times by media outlets around the world, including The Wall Street Journal, Barron's, Die Zeit, Tokyo Shinbun, South China Morning Post, Investor's Business Daily, The Financial Times, The New York Times, The Los Angeles Times, and The Washington Post. He regularly appears on CNBC, CNN, CBC, Al Jazeera, Fox News, and Fox Business Network.Peter Schiff - YouTube -  @peterschiff  X - https://x.com/peterschiffSchiff Gold - https://www.schiffgold.com/Euro Pacific Asset Management - https://europac.com/WTFinance - Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas

When we step out of our normal routine—whether we are navigating the chaos of an international airport, waking up in a completely new time zone, or just facing an unpredictable day—it is incredibly easy for the mind to feel unmoored and anxious. We often believe that peace requires a perfectly controlled environment, but true peace is an internal architecture you can pack in your suitcase. In this episode, we are going to explore how to build a 'portable sanctuary' using non-negotiable daily rituals to keep your nervous system calm and grounded, no matter where you are in the world. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

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

I welcome my friend and mentor, Dr. Barr, back on the podcast for a second conversation! This time, we're diving back into a topic that has become increasingly popular in the health and wellness world: peptides. Our conversation focuses on sourcing peptides and the risks of buying peptides off the gray market. With peptides becoming more widely discussed for weight loss, metabolism, longevity, muscle building, healing, and overall health, more people are looking online for peptide products. But where are these peptides actually coming from? What are you really getting? And what risks can come with purchasing peptides from unregulated or questionable sources? In this conversation, Dr. Barr and I discuss:

It's take three for a plea today with the woman whose S-U-V plowed into a Metro bus in Chatsworth. Tragedy strikes the family of supermodel Cindy Crawford. Help is on the way to fight coastal erosion in Newport Beach. Plus, more on Morning Edition. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

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

When we are caught in the grip of anxiety, our perspective shrinks. A single stressful email, a difficult conversation, or a temporary setback can feel like a world-ending catastrophe because our minds are zoomed in entirely on the present moment. In this episode, we are going to explore a powerful psychological tool I call 'The Therapy of Time'—learning how to zoom out and look at our lives through the vast, enduring lens of human history and cosmology to instantly shrink our modern anxieties back down to size. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com 

Brian Szytel reports a pre-close market rebound from Newport Beach on Thursday, September 17, with the Dow up over 300 points, the S&P up over 1%, the Nasdaq up about 1.5%, and the 10-year yield falling to 4.95% as the curve flattens; oil prices eased and recent sector rotation briefly reversed as tech regained bids and equal-weight indexes underperformed cap-weighted. On the economic calendar, the Philly Fed Manufacturing Index beat expectations and initial jobless claims fell to 196,000 versus 208,000, while housing starts and pending sales missed slightly. He addresses fears about AI by noting historical patterns of technology skepticism and euphoria, citing the 1990s productivity paradox and subsequent productivity surge. He also answers a question on $100+ oil alongside Fed hikes, saying it has not always signaled recession and that current expected rate increases are modest unless policy overdoes it. 00:00 Market Rebound Snapshot 00:26 Rates Oil And Rotation 00:57 Economic Data Check 01:47 AI Fear And History 03:06 Oil Fed And Recession 03:57 Wrap Up And Next Read Links mentioned in this episode: DividendCafe.com TheBahnsenGroup.com

Today's Post - https://bahnsen.co/4dB7zsq David Bahnsen hosts the Monday Dividend Cafe from the Newport Beach studio, recaps the show's weekly content cadence, and reviews a relatively calm market day after a volatile weekend. Nasdaq and S&P finished down about 0.5% with semiconductors down 5.6%, tied to a weekend letter from Anthropic CEO Dario Amodei urging major AI labs to slow development and seek regulation, with support from Elon Musk, Sam Altman, and Google's AI leadership. Bahnsen notes heightened volatility, a brief 10-year yield move above 5%, and sector performance led by communication services while technology lagged. He says credit spreads remain benign but will be key to watch. He covers August CPI (0.4% headline, 0.3% core), elevated PPI (5.4% y/y), tanker shipping up ~300% amid Red Sea/Strait of Hormuz disruptions, cooling housing markets, the Fed meeting with an 86% implied hike probability, and WTI crude above $100 after a Saudi pipeline shutdown. 00:00 Welcome Back Monday 01:08 Program Cadence Explained 03:24 Market Selloff Recap 04:30 Anthropic AI Warning 07:28 Volatility and Credit Signals 09:05 Policy and AI Regulation 09:45 Inflation CPI and PPI 10:55 Shipping and Housing Cooling 12:04 Fed Meeting Rate Decision 13:18 Oil Surge and Wrap Up Links mentioned in this episode: DividendCafe.com TheBahnsenGroup.com

When the keynotes wrap up and the jackets come off, the real payment industry shows up. Recorded poolside at ⁠Checkout.com⁠'s Thrive event at the Pendry in Newport Beach, Jordan sits down (stands up) with Arthur Bedel for a raw, late-afternoon chat on what actually drives results in finance tech. Ditching corporate jargon for drinks by the pool, Arthur talks straight about the business. Outside observers might think processing transactions is dry, but behind the scenes, growth comes down to culture, clever engineering, and solid trust. From quick checkouts to high-value networking, they talk about why top partnerships happen over good food and honest conversation instead of formal boardrooms. Arthur also breaks down his latest project: building a media-driven accelerator designed to take back-end infrastructure, turn it into engaging content, and grow the biggest brands in the space. Links to Arthur: Instagram: ⁠https://www.linkedin.com/in/arthur-bedel/⁠ Monyz: ⁠https://monyz.co/

You can name the wound. You can trace it back to where it started. So why does the same nerve still get hit, and why do you still react the same way?In this solo episode, licensed Marriage and Family Therapist Todd Creager talks about a pattern he sees often in his practice: people who have spent years in therapy, who understand their childhood and their patterns, and who still get flooded when their partner touches a sore spot. Todd is clear that understanding yourself is worth doing. His point is that it isn't enough on its own.He walks through the internal family systems (IFS) model and the parts most people are living with without realizing it. The exiled parts carry the old wounds. The managers keep those wounds at a distance so you can function and succeed. The people-pleaser works to make sure people like you, because the exiled part never felt good enough. The firefighter shows up when something gets too close to the wound and puts out the fire however it can, through spending, food, escape into a device, or an affair.Todd explains why traditional talk therapy tends to stay inside the narrative of your story and your history, while your parts live somewhere else entirely, in your body and your nervous system. A five-year-old carrying "I'm not safe" does not respond to hearing the reason it feels that way. It responds to being found and witnessed by Self, the part of you with the capacity to be calm, curious, compassionate and present. Protectors don't step aside because they've been analyzed. They step aside when they trust that Self can handle what's underneath.Drawing on his years teaching students about attuning to children, Todd makes the same case for attuning to your own parts. Talking about a part is not the same as being with one.If you've done the work and you're still stuck, Todd's message is that the problem was never your effort. Comment or reach out if this sounds like your experience. There is hope, and IFS is a vehicle that carries it. If this episode resonates with you, please share it with someone who could benefit and leave a review. Your support helps us reach more couples who are ready to transform their lives.Check out my complete program "From Bickering & Escalating to Connecting & Loving" for more in-depth guidance: https://www.toddcreagertraining.com/loving-connecting-masterclassTodd Creager, LCSW, LMFTTodd is a sex expert and therapist in Huntington Beach.  He provides relationship coaching to couples throughout the world and in Orange County including Irvine, Newport Beach, Corona del Mar, Laguna Beach, Seal Beach and Long Beach.  (714) 848-2288.You can find more tips and resources from Todd Creager at:  https://toddcreager.com  HELPFUL LINKS:Get your FREE copy of Healing Infidelity From The Inside Out https://www.toddcreagertraining.com/heal-infidelity Secrets to a Sexy Marriage:  https://toddcreager.kartra.com/page/sexy-marriage-secrets7 Ways to Divorce Proof Your Marriage: https://toddcreager.kartra.com/page/optin-DPYMBe...

Lunchbox is lucky to be alive after a run in on the golf course with Pitts and how his life flashed before his eyes. Ray and Lunchbox bring back stories from vacation that took them all across the United States from Newport Beach to St. Louis to Las Vegas! Ray decided to travel in the middle of the night for some odd reason and learned the new term To Goies. Ray shares all the hot spots in Newport Beach and how he almost missed the Seal Tour because he had to stop in to get something for the boat ride. Also Batters Box is upset with Lunchbox already and Ray is ready to quit Fantasy Football after what Justin did to their team at 2 AM. See omnystudio.com/listener for privacy information.

Newport Beach just put minors on a holiday curfew after a viral July 4 mob night. An Aliso Viejo football mom was raided over an alleged $400,000 booster-club theft. A speeding McLaren killed two in Irvine, and a sheriff's deputy was back in court in the shooting of her fiancée. Together they sketch the same county in two registers: polished life on the surface, and the mess underneath.

Over four hundred years ago, William Shakespeare wrote a line in Hamlet that perfectly captured the foundation of modern cognitive psychology: 'There is nothing either good or bad, but thinking makes it so.' We spend so much of our lives trying to control external events, believing that a perfectly curated life will finally bring us peace. In this episode, we are going to explore why your reality is dictated entirely by your perception, how the ancient philosophers mastered this concept long before Shakespeare, and how you can train your mind to stop labeling the events of your life as 'bad.' New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

A new memo from the Department of Homeland Security is putting international students in a tough spot with jobs. Plus, Newport Beach is cracking down on 'teen takeovers.' And why street vendors have become the center of a political debate here in L.A. Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comSupport the show: https://laist.com

This week: a Trash Battalion staff brief for the ages (pay issues, a dental rodeo, and why Germany never had a trash strategy), Tres's opening-weekend dove hunt, Grant's cellah gym and the bench-pin hack, a real conversation about Grant Bot and AI Coaching, and college football week 1 — the Citadel in three overtimes, Michigan's mythical clock, and the picks for week 2.America 250 plate drops in early October. Turkey Pull is November 21, 2026 in Newport Beach — sign up at www.thestrength.co Podcast Hosts:Grant Broggi: Marine Veteran, Owner of The Strength Co. and Starting Strength Coach.Jeff Buege: Marine Veteran, Outdoorsman, Football Fan and LifterTres Gottlich: Marine Veteran, Texan, Fisherman, Crazy College Football Fan and LifterJoin the Slack and Use code OKAY:⁠https://buy.stripe.com/dR6dT4aDcfuBdyw5ks⁠Check out BW Tax: ⁠https://www.bwtaxllc.com⁠BUY A FOOTBALL HELMET:⁠⁠⁠⁠https://www.thestrength.co/mrhelmet/?utm_source=The+Okay+Podcast&utm_medium=Podcast&utm_campaign=Okay_Pod⁠Timestamps:00:00 - Intro04:50 - Staff Brief23:58 - Outlying Stations29:33 - Dove Hunting37:56 - Home Gym Update42:37 - AI Coaching53:44 - College Football01:05:16 - Tres' Picks of The Week

Topics of discussion:Dolly Parton, vaccine injury that includes cancer, ivermectin, flu season, preventing back to school illness & more.With over 30 years as a board-certified primary care physician, Dr. Jeffrey Barke offers trusted medical expertise and a bold, unapologetic voice in the fight for patient autonomy. A graduate of UC Irvine and co-founder of Personal Concierge Physicians in Newport Beach, he combines conventional medicine with natural solutions through personalized care, Telehealth services, and physician-grade supplements.As an author, educator, and co-host of the Informed Dissent podcast, Dr. Barke is known nationwide for challenging the medical establishment and defending freedom in healthcare. His work has earned him a loyal following among patients and professionals seeking truth, transparency, and choice.His mission continues through RxForLiberty — a platform dedicated to restoring common sense in medicine and empowering Americans to take control of their health.instagram: @rxforlibertyWebsite: rxforliberty.com

This week's WeatherBrains episode is all about "The Next Big Thing" by Meteorologist Rob Marciano. Our Guest WeatherBrain for tonight's episode is an award-winning meteorologist with more than two decades of experience covering some of the nation's biggest weather stories. His career includes positions at major networks such as CNN and ABC News, and he now serves as a Senior Meteorologist at CBS News.  He has recently written a book entitled "The Next Big Thing".  The Panel also discusses Rob's journey from his weather-obsessed childhood to his rise to a network meteorologist.  Rob Marciano, welcome to WeatherBrains! Our email officer Jen is continuing to handle the incoming messages from our listeners. Reach us here: email@weatherbrains.com. Bill Murray is back!  (08:30) Rob's childhood and early interest in weather (10:30) Cornell University's meteorology program (22:00) Rob's experience with 2005's Hurricane Katrina (39:00) Reporting on the 1999 Moore, Oklahoma F5 (50:00) Changes in broadcast meteorology and lasting present-day issues in the field from Rob's perspective (01:05:00) AI:  Bringing back the art of forecasting? (01:11:30) Rob's new book "The Next Big Thing:  Innovations for a Better, Smarter, Stronger Tomorrow" (01:14:00) Harnessing lightning:  How does this benefit society?  (01:23:30) The Astronomy Outlook with Tony Rice (01:32:30) This Week in Tornado History With Jen (01:34:00) E-Mail Segment (01:35:30) Sneak peak at future WeatherBrains episodes! (01:44:00) and more! Web Sites from Episode 1077:   "The Next Big Thing: Innovations for a Better, Smarter, Stronger Tomorrow" by Rob Marciano and James Trefil Alabama Weather Network Picks of the Week: Rob Marciano - Surfers gather at The Wedge in Newport Beach to take advantage of the massive waves Rob Marciano - "The Next Big Thing: Innovations for a Better, Smarter, Stronger Tomorrow" by Rob Marciano and James Trefil James Aydelott - Tornado Watch in Hawaii James Aydelott - Text of Tornado Watch in Hawaii Jen Narramore - The 1936 Gainesville Tornado Rick Smith - College football Week 1 heatwave forces game changes as temperatures top 100 degrees Troy Kimmel - NTSB Media Briefing 2 - Miami, FL Runway excursion accident involving a B-767-300 cargo airplane Kim Klockow-McClain - Out Bill Murray - Foghorn John Gordon - Hurricanes in Hawaii James Spann - James Spann on X: Impressive waterspout this morning at Pensacola Beach The WeatherBrains crew includes your host, James Spann, plus other notable geeks like Troy Kimmel, Bill Murray, Rick Smith, James Aydelott, Jen Narramore, John Gordon, and Dr. Kim Klockow-McClain. They bring together a wealth of weather knowledge and experience for another fascinating podcast about weather.

Ocean Spokojny faluje niezmiennie u wybrzeży Newport Beach. Dla wielu to wciąż raj. Ale rodzina Hawksów, patrząc na horyzont widzi tylko bezkresny, zimny grobowiec swoich bliskich. Cmentarzysko, które nigdy nie oddało swoich ofiar. Potwór, który je tam utopił nie wypłynął z głębin, grasował na ulicach miasta. Nazywał się Skylar Deleon i był niespełnionym aktorem. W dzieciństwie zagrał m.in. w kultowym serialu "Power Rangers".

Labor Day swell turned Newport Beach into a rescue factory while a once-famous Newport surgeon lost his medical license and sheriff's detectives closed a multimillion-dollar catalytic-converter ring. High school football delivered blowouts, upsets, and poll climbers across Orange County. Together the stories sketched a county that spent the week cleaning up after nature, crime, and Friday nights.

Newport Beach dropped its Costa Mesa shelter partnership for a one-year deal at Huntington Beach Navigation Center: 10 reserved beds and 20 hours a week of social-service time. Officials point to a Point-in-Time count of eight unsheltered people and a rewritten anti-camping ordinance, and they will save about $1.2 million.

In this episode of the Adventures of Pipeman on W4CY Radio, Pipeman chats with Josh Todd, frontman of Buckcherry, live at Rocklahoma. With over 27 years in the music industry, Josh Todd reflects on the band's evolution, the importance of passion in music, and shares stories about life outside of music—including his love for surfing and spending time with his son. The discussion dives deep into maintaining longevity and relevance as a band, the importance of camaraderie amongst band members, and how rock and roll connects people across cultures.Main Topics CoveredBuckcherry's long-standing career and performance history at RocklahomaHow the band has evolved musically and as individuals over 27 yearsMaintaining passion, creativity, and fun in the music industryThe impact of internal relationships and communication within the bandThe universal language and healing power of musicSurfing and family as outlets and sources of inspirationThe power of live performances and Buckcherry's commitment to touringVocal care, routines, and tips for longevity as a singerKey Discussions & StoriesBand Longevity and EvolutionJosh Todd recounts Buckcherry's 27-year journey, noting, "Everything's a blur at this point... I just show up one day at a time" 00:32.Reflects on gaining knowledge about the music business, touring, and songwriting: "I've just gotten better" 01:24.Discusses the necessity of evolution: “Old school fans... want you to stay like you were back then. But I think as a musician, you want to learn your craft, experiment" 01:28.Passion and Band DynamicsJosh Todd stresses remaining passionate about performing: "The thing that hasn't changed is I'm still very passionate about songs and performing" 01:46.The importance of liking your bandmates: “Bands are like that when they don't like each other, you know? ... We've made a lot of changes over the years so that we continue to stay excited about being around each other" 02:14.Communication in Music and LifePipe Man and Josh Todd highlight communication as crucial: “Communication is key” 02:39.Music as a form of therapy and communication: “It's the best therapy there is for you, the artist, and me, the listener” 02:55.The Global Power of MusicJosh Todd shares stories of international fans connecting with Buckcherry's music regardless of language: “People that don't even know the English language will react to our songs in a way that's very touching" 03:32.Talks about Japanese fans using rock and roll to learn English: "They like rock and roll so much... because it helps them learn English" 04:06.Life Outside of Music: Surfing and FamilyPassion for surfing: “I've been surfing since I was a kid... now that's our thing, we go to a spot in Newport Beach where I surfed as a teenager" 04:39.Shared experiences and road trips with his son, listening to music and discussing records 05:27.The calming, grounding effect of surfing after touring: “That's my chilling out, is going out and getting on the water” 07:36.Josh Todd's journey from aspiring pro surfer to musician: “I wanted to be a pro surfer before I got into music... I surfed religiously" 07:49.Dedication to the Craft & Live PerformanceCommitment to new music and touring: “We put out a great rock and roll record every 2 years, and we tour for 2 years on a record cycle. And we're gonna continue to do it until we don't want to do it anymore" 09:28.Consistency in record cycles compared to bands with long gaps between albums 09:46.Vocal Health and Performance TipsJosh Todd discusses his vocal routine, sharing advice from coach Mark Baxter and emphasizing warm-ups and daily vocalizing 10:45.“The older you get, don't do less. You gotta do more, right? In order to keep everything on point” 11:15.Prefers hydrating before performing, rather than drinking water on stage: “Room temperature water, nothing else... I hydrate way before, and then once I start singing, that's it” 11:50.Notable Quotes“I just show up one day at a time.” — Josh Todd 00:42“The thing that hasn't changed is I'm still very passionate about songs and performing.” — Josh Todd 01:46“Communication is key.” — Josh Todd 02:39“Music is a way to communicate... it's the best therapy there is for you, the artist, and me, the listener.” — Pipeman 02:55“People that don't even know the English language will react to our songs in a way that's very touching.” — Josh Todd 03:32“You gotta work the muscle or the muscle gets weak.” — Josh Todd 10:09“The older you get, don't do less. You gotta do more.” — Josh Todd 11:14Resources & Links MentionedMark Baxter — Vocal Coach: Josh Todd references working with Mark Baxter, who can be looked up online for more vocal training information 10:49.Marty Fredrickson — Producer: Mentioned as an influential figure in Buckcherry's recording process 10:24.Rocklahoma Festival: Buckcherry's appearance at Rocklahoma discussed throughout the episode.Connect with the ShowW4CY Radio: The Adventures of Pipeman airs on W4CY—tune in for more interviews and music stories.Buckcherry: Follow the band's tour and new releases on their official platforms.Thank you for listening to The Adventures of Pipeman!Become a supporter of this podcast: https://www.spreaker.com/podcast/the-adventures-of-pipeman--941822/support.Click Here to Subscribe for PERKS, BONUS Content & FREE GIVEWAYS!Follow @pipemanradio on all socials & Pipeman Radio Requests & Info at www.linktr.ee/pipemanradioStream The Adventures of Pipeman daily & live Mondays, Tuesdays, Wednesdays at 1PM ET on W4CY Radio & Talk 4 TV. Download, Rate & Review the Podcast at The Adventures of Pipeman, Pipeman Radio, Talk 4 Media, iHeartRadio, Apple Podcasts, YouTube & All Podcast Apps.

CAPTION 1910 VENICE BEACHCalifornia Waves, Wildfires, and Financial DefaultsJeff Bliss reports on various events across California. Hurricane Marie has generated spectacular and dangerous waves at the Wedge in Newport Beach, drawing crowds but causing major beach erosion. Meanwhile, Monterey Countybattles the uncontained Timber and Placet wildfires in steep, inaccessible terrain. Infrastructure issues persist in Los Angeles, where temporary fixes address frequent water main breaks. A meat storage fire has left an odor and vermin, angering residents as waste is relocated. Lastly, Hollywood faces financial trouble, highlighted by Deutsche Bank's troubled loans and studios leaving California for cheaper, less-regulated states. (1)

CAPTION 1926 HUNTINGDON BEACH,  CALIFORNIACONTENTS OF THE JOHN BATCHELOR SHOW, 9-4-2026.California Waves, Wildfires, and Financial DefaultsJeff Bliss reports on various events across California. Hurricane Marie has generated spectacular and dangerous waves at the Wedge in Newport Beach, drawing crowds but causing major beach erosion. Meanwhile, Monterey Countybattles the uncontained Timber and Placet wildfires in steep, inaccessible terrain. Infrastructure issues persist in Los Angeles, where temporary fixes address frequent water main breaks. A meat storage fire has left an odor and vermin, angering residents as waste is relocated. Lastly, Hollywood faces financial trouble, highlighted by Deutsche Bank's troubled loans and studios leaving California for cheaper, less-regulated states. (1)Voting Rules and Birthright Citizenship BattlesRichard Epstein discusses constitutional legal battles surrounding mail-in voting and birthright citizenship. On mail-in voting, the Trump administration asked the Supreme Court to allow postal restrictions preserving custody. Epstein believes the court will support this neutral federal regulation. On birthright citizenship, a Maryland judge blocked an executive order narrowing citizenship eligibility, calling it unconstitutional. Epstein critiques her historical reasoning but acknowledges the Chief Justice shares her view. He explores complexities including diplomatic immunity, territorial status, and whether the government can restrict pregnant foreign nationals from entry to prevent birthright citizenship tourism. (2)Canada and United States Trade NegotiationsConrad Black analyzes trade tensions between Canada and the United States, hoping cooler heads will prevail to avoid a trade war. Canada relies heavily on American trade, as US politicians face pressure from tight border state elections in Michigan and Ohio. Black outlines three major unresolved issues: Canadian content disputes in auto and truck manufacturing, Canadian trade deals with China, and American objections to French language packaging. Black urges a spirit of mutual compromise rather than table-pounding, emphasizing that both friendly nations ultimately stand to benefit from a swift resolution. (3)Lancaster County Economic Trends: Labor Day, Inflation, and Local RealitiesJim McTague and host John Batchelor discuss the economic landscape of Lancaster County, Pennsylvania, ahead of Labor Day. Despite strong national jobs data—the US economy beat expectations by adding 162,000 jobs in August, prompting Wall Street to anticipate a Federal Reserve interest rate hike of a quarter point—rising Costco gasoline prices reveal the immediate pressure of inflation on local residents, surging to $4.03 per gallon from $3.93 a week prior and triggering long lines reminiscent of the 1970s fuel shortage. Meanwhile, local tourism remains strong and steady despite a highly rainy year that has occasionally caused uneven day-to-day retail activity, and the 100-year-old Charles family farm stand in East Petersburg boasts a thriving season, drawing polite crowds for exceptionally sweet corn and tomatoes despite excessive precipitation. Finally, McTague debunks false claims about the nearby industrial park's data center being noisy, noting it is actually quieter than typical lawnmowers or birds, with zero negative impact on adjacent property values or lifestyle. (4)Deterrence Essential Amid Treaty Oversight CrisesPeter Huessy discusses the modern challenges of nuclear deterrence and arms control treaties involving the United States, Russia, and China. A three-party treaty limiting overall warhead numbers is highly unlikely due to competing strategic interests. Banning specific destabilizing technologies, like multiple-warhead ICBMs or space-based weapons, is much more feasible. Huessy highlights Russia's persistent objectives of using nuclear blackmail to weaken NATO and dismantle American missile defense systems. China's absolute lack of transparency and Russia's evasion of inspections since 2020 require the United States to prioritize robust, active nuclear modernization to maintain deterrence. (5)Historical Myths Shape America's Divided IdentityDavid S. Reynolds, author of Two Ships: Jamestown 1619, Plymouth 1620, and the Struggle for the Soul of America, Part Two: Reynolds analyzes the historical and cultural myths shaping America's division. Pre-war, romanticized Southern fiction revived a Cavalier identity defending slavery, while Northern abolitionists drew on Puritan ideals. Though many used a two-ships metaphor—contrasting Jamestown's hierarchy with Plymouth's democracy—Abraham Lincolnrejected division, fighting for one nation founded on equality. After the war, Edward Pollard's book romanticized the plantation South as the Lost Cause, a myth later popularized by Hollywood. Reynolds also notes positive legacies, like Rhode Island Quaker abolitionist Moses Brown and early suffragists. (6)Oversight Loopholes in Saudi Nuclear DealHenry Sokolski outlines concerns regarding the unclassified but heavily redacted Saudi Arabian nuclear agreement. Government documents printed on September first reveal provisions for uranium enrichment up to twenty percent on Saudi territory. Crucially, the agreement limits atomic inspections to declared sites, presenting a loophole for covert parallel operations. Sokolski also addresses Iran's war crime accusations against the United States following a fatal off-target missile strike near the Strait of Hormuz. He attributes such tragic military targeting errors to outdated intelligence and the misuse of artificial intelligence to accelerate high-stakes decision-making in active war zones. (7)Spaceflight Ventures and Saturn's Ten-Sided RingsBob Zimmerman covers several developments in aerospace, astronomy, and planetary science. SpaceX secured an exchange deal with Brownsville for a shipping port, while Blue Origin won a Mars communication satellite relay contract. Meanwhile, SpaceX's Dragon capsule leaked, and Sierra Space remains un-flown after a decade. In astronomy, NASA's Dragonfly mission to Titan named its landing site, and scientists using Hubble discovered a unique ten-sided cloud ring around Saturn's south pole. Finally, Ukraine's drone strikes on Russian rocket factories and Russia's failing satellite constellation highlight ongoing military conflicts in orbit. (8)

We spend a shocking amount of our time mentally living in the future. We tell ourselves that our real life will begin when the workday ends, when the weekend arrives, or when we finally reach that next big milestone. But while we are busy treating the present moment like a waiting room, the actual substance of our lives is slipping by unnoticed. In this episode, we are going to explore the psychological trap of anticipation, what classic literature teaches us about the danger of living for 'someday,' and how to use practical mindfulness to finally arrive in your own life. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

Our guest is ERIC GEIGER, Senior Pastor of Mariners Church in Newport Beach, CA, one of the largest and most influential churches in the US. Eric is also the author of multiple books, including his most recent The Rooted Leader and host of the Eric Geiger Leadership Podcast and If I Had More Time Podcast. We discuss leadership, finishing well, healthy leadership rhythms, leading 20 somethings, and much more. Make sure to visit http://h3leadership.com to access the full list and all the show notes. Thanks again to our partners for this episode: CONVOY OF HOPE - Please donate to help bring hope to those impacted by disasters at http://convoyofhope.org/donate. Convoy is my trusted partner for delivering food and relief by responding to disasters in the US and all around the world. Right now, Convoy of Hope is responding to multiple earthquake disasters, providing basic needs like food, hygiene supplies, medical supplies, blankets, bedding, clothing and more. All through partnering with local Churches. Join me and please support their incredible work. To donate visit http://convoyofhope.org/donate. And SUBSPLASH – engage your congregation through Subsplash. Schedule your free demo at http://subsplash.com/brad. Subsplash is the platform made to help maximize your church's giving, growth, and engagement. The go to for mobile apps, messaging, and streaming, along with building websites, groups, giving and more, Subsplash puts today's most innovative church technology into your hands so you can focus completely on ministry. Visit http://subsplash.com/brad and join more than 20,000 churches and ministries who partner with Subsplash. Again, visit http://subsplash.com/brad to schedule a quick, no obligation demo. 

Language was added to a bill targeting a much needed protected bike lane and traffic calming project on LA's high speed Forest Lawn Drive, where there have been more than 95 crashes and 4 fatalities since 2013. The bill was paid for by Forest Lawn Cemetery donations, and it'll be an issue in the LA Mayoral race, says Michael Schneider of Streets For All https://www.latimes.com/california/story/2026-08-31/lawmakers-add-last-minute-language-to-bill-that-could-affect-forest-lawn-drive. 2:45 LA Metro will pay some drivers to drive less in a new program, as the city looks toward a more car-light 2028 Olympics. LA Metro spokesperson Patrick Chandler gives the details. 12:19 Streetfilms filmmaker Clarence Eckerson talks with Taylor about his work as an urbanist educator. 21:55 News: Pedestrian pronounced dead after Tour de Fat vehicle crash, 5 remain injured, in unknown condition https://collegian.com/articles/news/2026/08/update-pedestrian-pronounced-dead-after-tour-de-fat-vehicle-crash/. New Illinois law sets license, insurance requirements for e-bike riders https://www.nbcchicago.com/news/local/new-illinois-law-sets-license-insurance-requirements-for-e-bike-riders/3981339/. Newport Beach residents frustrated by e-bikes parked in front of their homes https://www.cbsnews.com/losangeles/news/newport-beach-residents-frustrated-by-e-bikes-parked-in-front-of-their-homes/. Bill to Strengthen Walking and Biking Programs, AB 2168, Headed to California Governor's Desk https://www.calbike.org/ab2168-to-governor/. Cyclists have crashed on Market Street's rail tracks for 130 years. Why can't SF fix them https://sfstandard.com/2026/08/28/market-street-cyclist-safety-hazard/? 45:55 More eulogies from Bike Oven/ Killradio/ Bike Talk/ bike community documentarian and spirit-booster DJ Chickenleather's memorial at the Highland Park Bike Oven. 49:08

In this episode, we sit down with Ashley Johnson, SVP and Chief Marketing Officer of Visit Newport Beach, who has spent twenty years building some of California's most beloved destination brands, including sixteen years at Visit Laguna Beach, where she became President and CEO at just thirty three years old and won an Emmy for a children's educational campaign that used storytelling to change visitor behavior. Ashley brings a perspective that translates far beyond the tourism industry: she breaks down what it actually means to sell a feeling rather than a product, why the best marketing feels like an invitation rather than an advertisement, how her in-house team of seven executed over twenty two campaigns in a single fiscal year, and what she has learned about imposter syndrome, leadership, and hiring in two decades of leading teams.Key Takeaways:// Sell the feeling, not the feature. Nobody books a vacation because of a beach photo. They book because they can picture themselves there. The strongest marketing makes the consumer the main character of the story, not the product.// Great marketing feels like an invitation. Give people enough information to feel comfortable, enough inspiration to get excited, and then get out of the way and let them have their own experience. Overly prescriptive marketing removes the magic.// Market with your community, not around them. The biggest mistake a brand can make is building a strategy that ignores or inconveniences the people closest to it. When locals see your marketing and think "yes, that is exactly us," you have done it right.// Storytelling can change behavior. Ashley's Emmy came from a seven-minute educational video for school groups that made kids want to protect tide pools before they ever visited. Great storytelling does not just inspire — it influences what people actually do.Connect with Visit Newport Beach: @visitnewportbeachConnect with Ashley Johnson: @missashleytaylor____Join the MHH Collective! The MHH Collective is a community for marketers and business owners to connect, ask real questions, and grow their careers together. Join for access to live Q&As with industry experts, a private Slack community, and ongoing resources: https://www.marketinghappyhr.com/mhh-collectiveSay hi! DM us on Instagram and let us know what content you want to hear on the show - We can't wait to hear from you! Please also consider rating the show and leaving a review, as that helps us tremendously as we move forward in this Marketing Happy Hour journey and create more content for all of you. ⁠Join the MHH Collective: ⁠Join now⁠Get the latest marketing trends, open jobs and MHH updates, straight to your inbox: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join our email list!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow MHH on Social: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Three recent developments reveal the continued economic strength of Newport Beach, Corona del Mar, and Costa Mesa. Record-setting real estate competition, the return of a major bookstore, and the arrival of a famous New York bakery demonstrate how wealth and consumer demand are reshaping the region. Together, these stories suggest that coastal Orange County remains an unusually attractive market for investors, retailers, and luxury brands.

In this LoanOfficerPodcast.com episode the host Chris Johnstone sits down with John Farrell, a Newport Beach-based mortgage professional with nearly three decades of experience, to discuss how he built a $100M+ mortgage business specializing in jumbo loans and is now setting his sights on reaching $200 million in annual production. John shares how deep relationships, referral partnerships, mindset, database marketing, and embracing AI have helped him build a sustainable business in one of the most competitive mortgage markets in the country. He also reveals how AI platforms are already generating high-value mortgage opportunities—including referrals for a $16 million deal and a $5.8 million deal. In this episode, you'll learn:     •⁠  ⁠How John Farrell built a $100M+ jumbo mortgage business by specializing in high-net-worth clients and developing deep referral relationships with Realtors and financial professionals.    •⁠  ⁠How consistent database marketing and authentic storytelling can help loan officers stay top of mind and generate more repeat business and referrals.   •⁠  ⁠How AI, ChatGPT, Google Business Profiles, GEO, and online authority are creating a new source of mortgage referrals—including high-value jumbo loan opportunities. Whether you're a loan officer looking to break into the jumbo mortgage market, grow your referral network, improve your database marketing, or prepare your business for AI-powered search, this episode is packed with actionable insights from a mortgage professional who has spent nearly 30 years adapting and growing through changing markets. Listen now to discover how John Farrell combines relationships, specialization, mindset, and emerging AI strategies to build a high-performing mortgage business. If you enjoyed this episode, be sure to subscribe to LoanOfficerPodcast.com and leave us a 5-star review. Your support helps us continue bringing you conversations with the mortgage industry's top producers, innovators, and business leaders.

What if the reaction you have with your partner isn't really you — it's a part of you doing a job it took on when you were five years old?In his yearly anniversary episode, Todd Creager marks 42 years of marriage by turning the lens on himself. Using the internal family systems model, he walks through the difference between our protective parts, our wounded parts, and the Self — the part of us with the capacity for compassion, clarity, calmness, courage, and curiosity toward everything else going on inside.Todd describes how managers work to keep it together and hold the pain in place, while firefighters put the fire out through yelling, gambling, drinking, shutting down, or scrolling a phone instead of turning toward a partner. Then he names his own. The tension in his chest and jaw. Speaking before he knows what he's saying. Getting short, raising his voice, barking back. He calls himself more of a fighter than a flight-er, and he's honest about the manager in him that tries to calm everyone else down as a way to calm himself, sometimes at his own expense.He spends real time on the people pleaser part — the one that doesn't want conflict and doesn't want to disappoint anyone. Todd separates setting his needs aside because his wife's needs matter in that moment from setting them aside because a protective part is running the show. He shares what he calls being healthily selfish: saying what he feels even when she may not like hearing it, and finding that he likes her more when he shows up as himself.Perfectionism gets the same treatment. When his wife says something about him he believes is inaccurate, the quick correction leaves her feeling dismissed regardless of who's right. Todd describes slowing down, soothing himself, and making room for her experience instead — which is possible only when the protective part hasn't hijacked him. He traces that reactivity back to being five or six years old, listening to his parents fight, and deciding conflict wasn't safe.He closes with what happens when wounded parts get to heal at the core through approaches like internal family systems and EMDR, so protective parts no longer carry the burden of guarding them, and two adults can be present for each other.If you recognize your own patterns here, listen through and notice which part tends to speak first in your marriage. Follow the show, and pass this episode along to your partner if it opens up a conversation worth having.This is Todd Creager, making the world safe for love. If this episode resonates with you, please share it with someone who could benefit and leave a review. Your support helps us reach more couples who are ready to transform their lives.Check out my complete program "From Bickering & Escalating to Connecting & Loving" for more in-depth guidance: https://www.toddcreagertraining.com/loving-connecting-masterclassTodd Creager, LCSW, LMFTTodd is a sex expert and therapist in Huntington Beach.  He provides relationship coaching to couples throughout the world and in Orange County including Irvine, Newport Beach, Corona del Mar, Laguna Beach, Seal Beach and Long Beach.  (714) 848-2288.You can find more tips and resources from Todd Creager at:  https://toddcreager.com  HELPFUL LINKS:Get your FREE copy of Healing Infidelity From The Inside Out https://www.toddcreagertraining.com/heal-infidelity Secrets to a Sexy Marriage:  https://toddcreager.kartra.com/page/sexy-marriage-secrets7 Ways to Divorce Proof Your Marriage: https://toddcreager.kartra.com/page/optin-DPYMBe...

This episode was sponsored by Cardiff & Apex Performance Longevity Group LLC   LightSpeed VT: https://www.lightspeedvt.com/ Dropping Bombs Podcast: https://www.droppingbombs.com/ Today's Dropping Bombs episode delivers hard-won expertise with Shahin Amirpour, the performance and recovery specialist who spent over a decade experimenting on himself with peptides, stem cells, and recovery protocols before he ever sold a single client on any of it.   Shahin breaks down why the FDA keeps healing compounds in a gray area, how Chinese labs are flooding the peptide market with knockoffs, and why he's walking away from the Apex Peptides brand he built after copycats diluted it. He's pivoting instead into high-level coaching and a new performance clinic in Newport Beach.   Most people chasing better health have no idea if what they're taking has actually been tested on a real person first. This episode will change who you trust with your body, and how you treat it.   

We live in the loudest era in human history. From the moment we wake up to the moment we go to sleep, our minds are bombarded with external noise, opinions, and endless distractions. But beneath all that chaos, there is a quiet, inner voice trying to direct us toward the 'good life'—our true, authentic path. In this episode, we are going to explore how the great mystics of the ages discovered profound wisdom not by seeking answers in the loud world, but by cultivating deep stillness, and how we can learn to finally hear that still, small voice within ourselves. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

Our guest this week is another Newport Beach standout who has carved his own path and always done things his own way!He became a poster child for Volcom at a very young age, dominated the amateur and Pro Junior events, and appeared destined to become Southern California's next surfing superstar. His surfing is calm, stylish, and effortless, but the end result is explosive, incredible speed, raw power, and massive tweaked-out blow-tail lip slides. But his creativity extends far beyond Surfing. He shapes boards and is one of the few Surfers to win professional contests riding his own shapes. He also plays guitar, formed a metal band, and creates Surf films.Alcohol, drugs, and partying eventually took him down a dark path.  Fortunately, he got help, found sobriety, and with support from Dane Reynolds, earned a second chance as a Pro Surfer.We're huge fans, we're stoked to see him thriving, and we can't wait to hear about his wild journey.  Please welcome Andrew “DROID” Doheny, also known as SLOBCRAFT Surfboards to the show!

THIS WEEK ON THE BALLER LIFESTYLE PODCAST THE COLLEGE ROOMMATE FROM HELL Brian and Ed open the show with college memories, including Ed's son's upcoming move to college and Brian's legendary freshman-year roommate experience. Brian tells the story of being assigned to a mysterious older student named Scott Andrews, who was already a senior when Brian arrived as a freshman. There was a CD player, a tube television, floppy disks, computer labs, and absolutely no chance Brian was getting access to his roommate's password-protected computer. It's a perfect reminder of just how different college life was in the 1990s. RIP: A VERY TOUGH WEEK Ed brings the guys a particularly heavy list of people who passed away. Among the names discussed: Christian Stiles Dolly Parton Hayden Panettiere Frank Beard of ZZ Top Shelley Fabares James Liu Butch Husky Christy Carlson Romano Bill Rasmussen, ESPN co-founder Nancy Kissinger Lucy Davis of the British The Office The guys spend significant time remembering Dolly Parton, celebrating her extraordinary songwriting career, philanthropy, personality and cultural impact. They also discuss the songwriting history behind “I Will Always Love You” and “Jolene,” including the incredible fact that Dolly wrote both songs on the same day. THE DOLLY PARTON APPRECIATION SEGMENT Brian and Ed make it clear: Dolly Parton was more than a country music star. They discuss her songwriting, business success, generosity and the countless stories of her helping people without making a big production out of it. Dolly's impact on music, entertainment and philanthropy gets the full Baller Lifestyle treatment. THE BRITISH OFFICE VS. YELLOWSTONE The guys revisit one of television's eternal debates: how can anyone possibly put Yellowstone ahead of the British version of The Office? Brian and Ed praise the short, tightly constructed run of the British series while mocking the sprawling world of Yellowstone and its endless discussions about land, trucks and ranching. ️ CALLAWAY'S VERY BAD GOLF COMMERCIAL Callaway finds itself apologizing after an advertisement showed a woman being pushed to the ground when she reached for a man's golf club. Brian and Ed try to figure out how something like this gets through the enormous number of people who presumably approve advertising before it gets released. The verdict: maybe don't make the joke where the punchline is literally throwing a woman to the ground. AARON RODGERS AND THE FLOCK CAMERAS One of the biggest stories of the episode: Aaron Rodgers reportedly contributed money toward license-plate reader cameras in Cedar Grove, New Jersey. Brian and Ed go deep on the implications of mass surveillance, police technology and the argument that tools introduced for one purpose can eventually be used for something much broader. The discussion turns into a larger rant about cameras seemingly being everywhere — except when people actually need them. STEPHEN A. SMITH, ESPN & THE HOT-TAKE ECONOMY Brian and Ed discuss Stephen A. Smith, ESPN personalities and the modern sports-media ecosystem. They question the value of manufactured controversy and compare sports television's hot-take culture to other forms of opinion-based media. Colin Cowherd, Pat McAfee and Stephen A. Smith all enter the conversation. THE 49ERS OWNER'S VERY STRANGE $140 STORY San Francisco 49ers owner Jed York becomes the subject of one of the strangest stories in the episode after reportedly being involved in an incident surrounding a $140 sexual encounter in Ohio. Brian and Ed can't understand why a billionaire NFL owner wouldn't simply use the advantages that come with being a billionaire NFL owner. ALLEGED RANGERS PROSPECT HAZING The guys discuss disturbing allegations involving Texas Rangers prospects in the Dominican Republic. The conversation centers on alleged sexual hazing involving underage players and the serious consequences surrounding the accusations. What supposedly happened gets increasingly unbelievable as Brian and Ed attempt to understand how anyone could possibly think this qualifies as "hazing." NORMAN POWELL'S HONEST NBA ASSESSMENT Norman Powell gives perhaps the most refreshingly honest answer imaginable when asked about his new team's prospects: They could be really good. They could also be really bad. Brian and Ed respect the honesty. LISTENER EMAILS HOW FUCKING RICH IS TED McGINLEY? The guys investigate the career and estimated wealth of Ted McGinley, known for roles including: Happy Days Married... with Children The Love Boat Shrinking Brian and Ed discuss the infamous "show killer" reputation that followed McGinley, his modeling career, his USC water polo background and his longtime Newport Beach real estate. OGRE VS. MEAT The eternal question: Ogre or Meat? Brian and Ed revisit Revenge of the Nerds and Porky's and attempt to determine which character wins the highly scientific Baller Lifestyle comparison. THE PORNOGRAPHIC PEEP-HOLE QUESTION A listener asks what would happen if the notorious shower peeping scene from Porky's occurred today. The guys discuss the infamous scene involving the school's shower and the consequences that would come with recreating it in modern times. FANTASY FOOTBALL OWNERS VS. KYLE SHANAHAN A listener wants Brian and Ed to conduct a welfare check on anyone who spent enormous amounts of money on fantasy football only to discover that Christian McCaffrey is dealing with an injury. The guys discuss the perennial fantasy-football frustration of preseason injury information and whether coaches should be required to provide more transparency. Spoiler: fantasy football is not real life. PATREON BONUS SEGMENT NON-SPORTS SEGMENTS The regular episode wraps, but Patreon subscribers get more. FORTUNE TELLERS Brian and Ed question how fortune tellers continue to operate, particularly when their businesses seem to occupy surprisingly nice houses. ‍ SOPHIE RAIN HELPS TEACHERS The guys discuss Sophie Rain's decision to help teachers after a Florida political candidate proposed a tax on pornography to fund schools. Rather than simply complaining, Rain reportedly stepped up and spent significant money helping teachers purchase classroom supplies. THE PENN STATE FRATERNITY COCAINE RING A bizarre story involving a Penn State fraternity, cocaine distribution and pledges leads to a discussion about college drug dealing, Venmo, cash, the dark web and the general stupidity required to run a criminal enterprise using your real name. ONLYFANS AND THE "STEPBROTHER" PREGNANCY STORY Brian and Ed discuss a bizarre OnlyFans-related story involving a woman claiming to be pregnant by her real-life stepbrother. The guys attempt to determine whether we're witnessing real-life chaos or simply the ultimate marketing strategy. THE RETURN OF LISA BIZZLE A deep-cut Baller Lifestyle Podcast callback resurfaces involving longtime friend of the show Lisa Bizzle. The guys remember the infamous story involving an unusual offer for videos of Lisa using the bathroom. They also discover that Lisa has moved into the ceramics business, prompting a call for her return to the podcast. SUge KNIGHT, TUPAC & THE ASHES STORY Suge Knight reportedly claimed that Tupac Shakur's ashes were rolled into blunts and smoked by his family and friends. Brian and Ed are skeptical. They discuss the logic — or lack thereof — behind smoking something that has already been burned. The conversation also turns toward the continuing legal proceedings surrounding Tupac's murder. TARGET'S CONTROVERSIAL CLOWN COSTUME The guys close out the Patreon show discussing a children's Halloween costume from Target that sparked controversy because of its resemblance to racist Jim Crow imagery. Brian and Ed question how such a product makes it through the design, marketing and approval process. EPISODE HIGHLIGHTS Brian's 1994 college roommate nightmare The Baller Lifestyle RIP segment The guys celebrate Dolly Parton's incredible life and career The Office vs. Yellowstone Callaway's disastrous golf commercial Aaron Rodgers and police surveillance cameras The modern sports-media hot-take machine Jed York's bizarre $140 incident Alleged Texas Rangers prospect hazing Norman Powell's brutally honest NBA prediction How rich is Ted McGinley? Ogre vs. Meat Fantasy football owners demand justice Sophie Rain helps teachers The Penn State fraternity cocaine ring OnlyFans reaches a new level of family dysfunction The return of the Lisa Bizzle story Suge Knight's Tupac ashes claim Target's controversial clown costume PATREON Want even more Baller Lifestyle? Support the show on Patreon for: Weekly bonus episodes Extended conversations Bonus Bri, Brian's solo show Additional non-sports stories Extra content every week Support the show and get access to the bonus content. THE BALLER LIFESTYLE PODCAST Hosted by Brian Beckner and Ed Daly Episode 625 The Baller Lifestyle Podcast TheBallerLifestyle.com #TheBallerLifestyle #BallerLifestylePodcast #Podcast #SportsPodcast #ComedyPodcast #SportsComedy #NFL #NBA #MLB #Golf #FantasyFootball #DollyParton #AaronRodgers #ESPN #StephenASmith #TedMcGinley #TheOffice #Yellowstone #PopCulture #SportsNews Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Your partner hasn't finished the sentence yet, and your stomach has already dropped. Your jaw is clenched. There's a tightness across your chest that wasn't there ten seconds ago. That isn't stress. That's a part of you speaking through your body before your thinking mind gets involved.In this solo episode, licensed Marriage and Family Therapist Todd Creager explains why parts show up as physical sensation first, and why they move faster than you do. A protector can tighten your shoulders and cross your arms before you've consciously registered what your partner said. A firefighter can flood you with the urge to leave the room or reach for your phone before you've decided anything. An exile, the wounded part that got triggered, can drop a heaviness into your chest that makes you feel small and younger than you are, in a way that doesn't match the moment in front of you.Todd describes what he sees in his office almost daily: two people reacting to each other's reactions. His protective parts guarding his wounded parts, hers guarding hers, the whole thing escalating in seconds. The body told the truth first. The body showed which part came online before either person opened their mouth.He offers one practice you can use before your next hard conversation. Pause for thirty seconds. Notice where you feel something, whether that's tightness, heat, heaviness, or numbness. You don't have to understand it. Name it. "Something clenched in my chest." That small gap between a part activating and you seeing it is the difference between the part running the conversation and you being present for it.Todd then walks through a session from the week before. A woman was anxious about an upcoming trip out of the country with her partner and his family, after a panic attack on a plane the year before during unresolved conflict. Tracing the sensations led to a much younger part of her, one shaped by people she counted on who abandoned her. Her boyfriend was able to see it as a young part rather than a statement about their relationship. She was able to give that part some care and recognize that nothing is wrong with her.If this one landed, try the thirty-second pause this week and notice what your body says first. Follow the show for more conversations on love, sex, and staying connected in long-term relationships. If this episode resonates with you, please share it with someone who could benefit and leave a review. Your support helps us reach more couples who are ready to transform their lives.Check out my complete program "From Bickering & Escalating to Connecting & Loving" for more in-depth guidance: https://www.toddcreagertraining.com/loving-connecting-masterclassTodd Creager, LCSW, LMFTTodd is a sex expert and therapist in Huntington Beach.  He provides relationship coaching to couples throughout the world and in Orange County including Irvine, Newport Beach, Corona del Mar, Laguna Beach, Seal Beach and Long Beach.  (714) 848-2288.You can find more tips and resources from Todd Creager at:  https://toddcreager.com  HELPFUL LINKS:Get your FREE copy of Healing Infidelity From The Inside Out https://www.toddcreagertraining.com/heal-infidelity Secrets to a Sexy Marriage:  https://toddcreager.kartra.com/page/sexy-marriage-secrets7 Ways to Divorce Proof Your Marriage: https://toddcreager.kartra.com/page/optin-DPYMBe...

This episode was sponsored by Cardiff & Culture OC    LightSpeed VT: https://www.lightspeedvt.com/ Dropping Bombs Podcast: https://www.droppingbombs.com/ Today's Dropping Bombs episode delivers a systems-level takedown of modern health care with Troy Laing, the Australian-born human performance optimizer running a biohacking recovery center in Newport Beach. His core belief: the entire health care system is fractured, and it's on you to take responsibility for your own biology.   Troy breaks down why "normal" testosterone levels are actually low, the cold plunge protocol shown to spike free testosterone by 50%, the FDA's silence on peptide safety data, and the Wheel of Life framework he's using to build a brotherhood of self-responsible men.   If you think your bloodwork is fine because a doctor told you so, this episode will make you question everything you've been told about your own health.  

Have you ever noticed that angry people can always find something to be angry about, no matter where they are? The world we see is rarely an objective reality; it is almost always a reflection of our own internal state. In this episode, we are going to explore the profound truth that a beautiful soul does not need to search for beauty in the world—they naturally see it everywhere. And more importantly, we will discuss a simple, daily practice to cultivate that beautiful soul: learning how to actively search for the good in others the moment we feel the urge to judge them. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

COVERING MULTIPLE TOPICS  IN THIS 40 MIN INTERVIEW...Senator Lindsey Graham's death/heart disease, vaccine injuries, turning down pediatricians push for vaccines in babies, avoid tap water, benefits of ivermectin, & more.A SPECIAL ANNOUNCEMENT OF DOCTOR BARKE'S VERY OWN SUPPLEMENT!With over 30 years as a board-certified primary care physician, Dr. Jeffrey Barke offers trusted medical expertise and a bold, unapologetic voice in the fight for patient autonomy. A graduate of UC Irvine and co-founder of Personal Concierge Physicians in Newport Beach, he combines conventional medicine with natural solutions through personalized care, Telehealth services, and physician-grade supplements.As an author, educator, and co-host of the Informed Dissent podcast, Dr. Barke is known nationwide for challenging the medical establishment and defending freedom in healthcare. His work has earned him a loyal following among patients and professionals seeking truth, transparency, and choice.His mission continues through RxForLiberty — a platform dedicated to restoring common sense in medicine and empowering Americans to take control of their health.instagram: @rxforlibertWebsite: rxforliberty.com

Much of the anxiety we carry every day is rooted in a single, quiet fear: the fear of losing what we have. We worry about losing our status, our complex lifestyles, and the expensive comforts we have built around ourselves. But in this episode, we are going to explore a powerful truth: if you can train your mind to find its deepest joy in the simplest things in life, you become psychologically untouchable, and you will never fear losing things again. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist: https://www.DoctorPuff.com

— Why do we keep repeating the same painful relationship patterns, even when we desperately want things to be different? Why do some people fear abandonment, while others pull away when relationships become too close? And how much of our ability to love, trust, and feel emotionally safe is shaped by the experiences we had long before we entered our first romantic relationship? Attachment theory suggests that our earliest relationships create a blueprint for how we connect with others throughout life. These unconscious patterns can influence everything from our communication style and conflict resolution to our sense of self-worth, emotional security, and capacity for intimacy. The encouraging news is that these patterns are not fixed. With awareness, compassion, and intentional effort, it is possible to heal old wounds, develop greater emotional resilience, and create relationships built on trust, safety, and genuine connectionIn today's conversation, we'll explore the fascinating world of attachment styles, how they shape our inner lives and relationships, why so many of us get stuck in predictable cycles of conflict and disconnection, and what it takes to move toward more secure, healthy, and fulfilling connections—with others and with ourselves. Because at the heart of every human being is a desire to feel seen, understood, accepted, and loved. Valeria interviews  Marc Cameron — He is the author of  "Understanding Your Attachment Style: The Path to Overcoming Unhelpful Patterns and Building Healthy, Secure Relationships." Marc Cameron is an author, speaker, and Licensed Marriage and Family Therapist based in Newport Beach, California specializing in couple's therapy. Alongside his private practice, Marc and his wife, Amy, lead How We Love, an organization founded by Milan and Kay Yerkovich birthed from their groundbreaking book on attachment by the same name.  Marc firmly believes that developing secure attachments is the key to creating strong and fulfilling connections between couples and within families. He guides people in enhancing communication, building trust, and deepening emotional bonds by helping them understand how insecure attachment styles create predictable dysfunctional relationship cycles—and how these patterns can be overcome. His book, Understanding Your Attachment Style (2025), outlines this approach in detail. In addition, Marc is certified in EMDR therapy, an evidence-based treatment for PTSD and trauma and is a regular co-host on New Life Live!, America's top Christian counseling call-in radio program with a weekly audience of over 2 million listeners. Learn more about Marc Cameron and his work!

We often assume that we feel an emotion first, and then we scramble to find the right word to describe it. But modern psychology tells us that the opposite is actually true: the vocabulary you possess dictates the depth, nuance, and reality of what you can feel. In this episode, we are going to explore how expanding your emotional vocabulary—and borrowing a few brilliant words from the ancient philosophers—can literally rewire your nervous system and help you construct a more peaceful reality. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist

Electric boating is having its Tesla moment, and few people understand that shift better than Alexandre Mongeon, CEO and co-founder of Vision Marine Technologies. Andrew sits down with Alexandre to trace his path from importing speed boats in Montreal to building the electric outboard systems now powering boats across North America. Along the way, Alexandre shares how a chance meeting with Olympic sailor and boat designer Ian Bruce set him on the road to electric propulsion, and how a rental-to-sale showroom model in Newport Beach, California, turned a small hobby business into a NASDAQ-listed company. The conversation covers the real tradeoffs of owning an electric boat, from quieter rides and instant torque to range anxiety that Alexandre says almost never becomes a real problem on the water. He also breaks down why big outboard manufacturers have been slow to go electric, what it took to validate the technology with McLaren Engineering, and how Vision Marine used a record-breaking electric race boat to prove the technology could outperform gas power head to head. The episode closes on a topic close to the podcast's heart: Vision Marine's partnership with ocean conservation organization 4ocean, and why quieter boats matter for the marine mammals sharing the water with us. Whether you are a lifelong boater curious about going electric or just interested in how a niche technology scales into a real industry, this conversation offers a grounded look at where boating is headed next. Takeaways Electric boats trade gas fumes and engine noise for instant torque and quiet, social rides on the water Range anxiety is rarely an issue in practice, since most boaters travel under nine nautical miles per outing Vision Marine's acquisition of Nautical Ventures gave it its own dealership and service network across the US A specially built electric race boat has outpaced its gas-powered Mercury counterpart on the same hull Quieter electric motors mean less underwater noise pollution, which matters for marine mammal communication Big outboard manufacturers have been slow to go electric because switching from combustion engine production is costly and complex Vision Marine's partnership with 4ocean has funded ocean cleanup work tied directly to boat sales and rentals Website: https://visionmarinetechnologies.com/ Support Independent Podcasts: https://www.speakupforblue.com/patreon Need help with your ocean non-profit, company, or project? Get the help you need with Pisces Oceans Inc.: https://www.piscesoceans.ca Connect with Speak Up For Blue Website: https://bit.ly/3fOF3Wf Instagram: https://bit.ly/3rIaJSG TikTok: https://www.tiktok.com/@speakupforblue Twitter: https://bit.ly/3rHZxpc YouTube: www.speakupforblue.com/youtube  

We have all had those nights where we lie in bed, exhausted, yet we cannot stop scrolling through a relentless stream of negative news on our phones. We often feel guilty about this, thinking we just lack willpower, but the truth is that doomscrolling is not a moral failing—it is a biological trap. In this episode, we are going to explore the evolutionary psychology behind why our brains crave bad news, and more importantly, how to break the trance so you can reclaim your attention and protect your inner peace. New Episode of the Happiness Podcast with Dr. Robert Puff, Ph.D., Newport Beach Psychologist

Tim discusses the concerning trend known as 'Teen Takeovers', like the one that shut down Newport Beach on the 4th of July, and how a company like Palantir may step in to help. Tim also talks about Netanyahu calling Turkey a new enemy and saying Iran "definitely" has chemical weapons. Become a Friend Of The Show https://bit.ly/BecomeAFriendOfTheShow and get access to weekly bonus audio episodes of the podcast!Live Dates

Dave Rubin of "The Rubin Report" talks to Larry Elder and Bryan Dean Wright about Elon Musk explaining to Joe Rogan the real dark reason that Democrats like Gavin Newsom, Barack Obama, and Hillary Clinton changed their minds on open borders and immigration policy; the underlying source of the dangerous teenage flash mobs like the one that severely damaged businesses around Newport Beach, California, that everyone is too afraid to discuss; Spencer Pratt's latest video attacking Gavin Newsom for weakening the integrity of California elections; Andrew Gillum, the Democrat who almost beat Ron DeSantis in the race for governor of Florida, getting arrested for drug possession; how Democrats like Elizabeth Warren, Bernie Sanders, and Ro Khanna were too blinded by power to see all the early warning signs of the dangers of supporting someone like Graham Platner; the dangers of Donald Trump escalating the Iran War with his plans to take over Kharg Island; and much more. Today's Sponsors: Angel Studios - Choose entertainment that is focused on stories about real human experiences. If you go premium, you'll get 2 free tickets to see Young Washington in theaters this Independence Day, and be part of making this film the #1 movie in America for our nation's 250th birthday. Go to: http://Angel.com/rubin

Taylor and Travis are officially married, and I have the ultimate inside scoop because I might have actually been there to witness it all! I'm breaking down everything from the exclusive guest list to what the interior of Madison Square Garden looked like, the jaw-dropping guest gifts, the officiant, and exactly who spilled the beans and is officially uninvited to the future baby shower. Then, we get into my Fourth of July and the chaos that happened in Newport Beach, and I'm not just talking about what allegedly went down with Shannon Beador at the Quiet Woman. Plus, watching The Valley has me wondering how much the original Vanderpump Rules cast misses their heyday, and why you literally have to get drunk just to tolerate hanging out with these people. We also break down Dave Portnoy's thoughts on his young girlfriend. Taylor Frankie Paul is addressing the social media backlash over her multiple baby-daddy custody battles, Bunny XO is heading to ASU, and a wild new Netflix show in the works about a toxic, real-life Hollywood mom group. -Use code JUICYSCOOP at jonesroadbeauty.com to get a Free Gift with your first purchase! #JonesRoadBeauty #ad  -Make your summer wardrobe feel easier. Go to Quince.com/juicy  for free shipping on your order and 365-day returns. -For a limited time, Nutrafol is offering our listeners $10 off your first month's subscription and free shipping when you visit Nutrafol.com and enter promo code JUICYSCOOP. -Our listeners can buy one pair of glasses and get 20% off any additional pairs at ⁠⁠WarbyParker.com/JUICYSCOOP⁠ ⁠— and using our link helps support the show. #WarbyParker #ad -If you have an iPhone, head to ladder.fit/JUICYSCOOP and take a quick quiz to find your perfect Ladder plan. Use my link and get a free 7-day trial with NO credit card, and $10 off your first month if you join. Subscribe to my new show Juicy Crimes!: ⁠⁠⁠https://bit.ly/juicycrimes⁠⁠⁠ Stand Up Tickets and info: ⁠⁠⁠https://heathermcdonald.net/ ⁠⁠⁠ Subscribe to Juicy Scoop with Heather McDonald and get extra juice on Patreon: ⁠⁠⁠https://bit.ly/JuicyScoopPod⁠⁠⁠ ⁠⁠⁠https://www.patreon.com/cw/juicyscoop⁠⁠⁠ Watch the Juicy Scoop On YouTube: ⁠⁠⁠https://www.youtube.com/@JuicyScoop⁠⁠⁠ Shop Juicy Scoop Merch: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://juicyscoopshop.com/?srsltid=AfmBOopTZFUvAeokrJJ6dQ5wuAW1T3nssO6pHk47u7KymJUBtBgKCvfX⁠⁠⁠ Follow Me on Social Media: Instagram: ⁠⁠⁠⁠https://www.instagram.com/heathermcdonald/⁠⁠⁠ TikTok: ⁠⁠⁠https://www.tiktok.com/@heathermcdonald⁠⁠⁠ YouTube: ⁠⁠⁠https://www.youtube.com/@HeatherMcDonaldOfficial⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices