Podcasts about Northwestern Mutual

What did you think of todays show??The guys who got rich in 2021 will tell you it was skill. It wasn't. In this episode, we break down why almost every big investing win is timing you didn't control, from Northwestern Mutual reps who get paid whether or not you stick around to the real estate gurus who quietly stopped saying go bigger, sooner. Plus what Japan's yen crisis has to do with Bitcoin, and the insurance you should already have before any of it matters.Topics discussed:Introduction (00:00)Why lending companies cannot advertise but pill sellers can (00:01)The insurance every business owner should already have (05:28)What happens when partners skip key man insurance (07:50)Why Northwestern Mutual reps sell you more insurance (10:02)Why nobody actually shows up to industry conferences (14:04)Japan's yen crisis and what it means for Bitcoin (16:30)Trump accounts and whether government money helps you (21:16)Where the money goes when corporate profits rise (25:28)Why no news story matters for more than a week (30:31)Why big investing wins are luck, not skill (34:54)Why the 2021 boom was luck, not skill (38:02)Follow us on Instagram!https://www.instagram.com/collectingkeyspodcast/https://www.instagram.com/mike_invests/https://www.instagram.com/investormandan/https://www.instagram.com/dylan_does_deals/This episode was produced by Podcast Boutique https://www.podcastboutique.com (https://podcastboutique.com/)

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. Each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions, and more, inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

Financial Wellness for Women: Money, Marriage & Building Wealth with Hayley Dickson, CFP®What if financial freedom has less to do with hitting a magic number—and more about finally feeling clear and confident about your money?This week on The Running Wine Mom, Samantha Cieslinski sits down with Hayley Dickson, CFP, CEO and Founder of RIPPL Wealth Management, for a refreshingly honest conversation about money, financial wellness, marriage, motherhood, and building a life you actually want to live.Hayley shares how she walked away from a successful six-figure career in entertainment, trusted her intuition, and ultimately became the fastest-growing advisor in Northwestern Mutual's history before launching RIPPL Wealth Management.But this isn't your typical conversation about cutting lattes and sticking to a monthly budget. In fact, Hayley hates monthly budgets.Instead, she introduces her concept of a “planning budget”—deciding how much of your annual income will go toward growing your net worth and achieving your goals first, then giving yourself permission to enjoy what's left.Samantha and Hayley also get into the emotional side of money: why successful women can still feel embarrassed about what they don't know, why financial wellness belongs in the same conversation as physical and mental health, and why women—especially stay-at-home moms—need to understand their household finances even when their partner traditionally handles the money.In this episode, we talk about:Why Hayley left a successful entertainment career to completely reinvent herself in financeWhy money remains one of our biggest cultural taboosThe shame and comparison that keep women from asking financial questionsWhat being a “financial life designer” actually meansWhy financial wellness can affect our mental health, relationships, and overall well-beingFinancial independence for women and stay-at-home parentsWhy Hayley prefers the idea of becoming “work optional” instead of simply retiringEstate planning, life insurance, 529 plans, and preparing financially for your familyTax diversification and the difference between pre-tax and Roth retirement savingsHow sophisticated investment strategies are becoming more accessible to everyday wealth buildersPrenups, postnups, marriage, and protecting yourself financiallyWhether couples should combine finances or use a “yours, mine, and ours” systemWhy having a shared financial vision matters more than exactly how your bank accounts are structuredThe “middle bucket” Hayley often sees missing from people's financial livesWhy Hayley hates traditional monthly budgetsHer planning budget approach to saving, investing, and spending without guiltWhy travel is the money splurge Hayley will never regretHayley defines financial freedom as having clarity, confidence, and peace in your money choices. And perhaps the biggest takeaway from this conversation is that you don't need to wait until you're wealthy to start feeling financially empowered.You just have to start.Hayley is offering listeners a complimentary 30-minute one-on-one Life Design & Wealth Strategy Session (a $500 value). Simply mention this episode when you reach out to rippl@nm.com to reserve your spot. Learn more about Hayley and how she can help elevate your finances on rippl.nm.com.Connect with Hayley DicksonRIPPL Wealth Management: https://rippl.nm.com/Hayley Dickson on Instagram: @hayleywdicksonHayley Dickson on LinkedIn: Search Hayley Dickson, CFP®Connect with The Running Wine MomFollow Samantha on Instagram: @therunningwinemom_Subscribe to The Running Wine Mom wherever you listen to podcasts, and if this episode made you think differently about money, send it to a friend who needs to hear it.This episode is for educational and informational purposes only and should not be considered individualized financial, investment, tax, or legal advice.

What does it take to turn a growing net worth into lasting financial freedom? In this episode of the Real Estate Investor Podcast, host Gary Lipsky sits down with Bromley Palamountain, RICP®, Wealth Management Advisor at Northwestern Mutual, to explore how thoughtful financial planning can help investors make more of what they earn and keep more of what they build. Bromley explains why tax and investment strategies should work together, how fad investing can pull portfolios off course, and what investors should consider when balancing traditional and alternative assets. He also shares his approach to liquidity, the role real estate can play in a diversified portfolio, and why a long-term mindset matters during periods of volatility. They also discuss the habits Bromley sees among his most successful clients and one simple strategy for moving closer to financial independence. Tune in to learn how clarity, coordination, and consistency can help you build wealth beyond the deal with Bromley Palamountain.Key Points From This Episode:Meet Bromley Palamountain and hear how his team helps clients manage their finances.Explore why aligning tax and investment strategies can change what investors keep.Learn about the costly financial mistakes that high-net-worth investors repeatedly make.When alternative investments may make sense alongside traditional stocks and bonds.Hear how to balance liquidity and opportunity without being forced into the wrong strategy.Consider the role real estate can play in building a well-rounded portfolio.Practical steps to navigate uncertainty without losing sight of the bigger financial picture.Uncover the habits that set Bromley's most successful clients apart.He breaks down his best strategy for achieving financial independence.Links Mentioned in Today's Episode:Bromley PalamountainBromley Palamountain on LinkedInEmail Bromley PalamountainNorthwestern MutualSchedule your Complimentary Financial Planning CallTom WheelwrightInvest Smart SummitWho Not HowGoBundanceAsset Management Mastery Facebook GroupInvest SmartBreak of Day CapitalBreak of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Kervin Simmons, a financial advisor with Northwestern Mutual, joins Black Men Sundays for a powerful conversation about building wealth, protecting what you've worked hard to build, and preparing the next generation for financial success.We talk about teaching children financial discipline, creating generational wealth, coordinating your investments, taxes, insurance and estate planning, protecting your family from the unexpected, and why financial success is about more than simply earning a high income.Kervin also shares his perspective as a husband and new father, his journey from coaching and collegiate athletics into financial advising, and why having more Black financial advisors matters for our communities.This episode is about creating a financial game plan—not just for yourself, but for the generations that come after you.

What happens to your wealth when you stop earning an income? For Dr. Tim Fergestad, true wealth comes from owning assets rather than relying solely on earned income. In this episode, Gary Lipsky sits down with Dr. Tim Fergestad, a neuroscientist turned real estate investor and the Founder and Managing Partner of Oak Street Assets. Dr. Fergestad shares his journey from traditional investments and hands-on real estate to syndications, and how his scientific background shapes the way he evaluates opportunities. He unpacks the “earned income trap,” why capital ownership matters, and what he looks for when vetting syndications, including why evaluating the operator should come before evaluating the deal. Dr. Fergestad also explores how market cycles, fear, negativity bias, and herd behavior influence investors and explains how having a framework can help reduce the impact of emotions when making decisions under uncertainty. Listen in for insights on building wealth through ownership and becoming a more disciplined investor!Key Points From This Episode:Introducing Dr. Tim Fergestad and his transition from neuroscience to real estate.His move from hands-on real estate investing to passive syndications.How his scientific background shapes his approach to evaluating investments.The “earned income trap” and why asset ownership is key to building wealth.Top things Dr. Fergestad looks for when evaluating a syndication.The importance of strong operators who can adapt and pivot through challenges.Why market downturns can create opportunities for real estate investors.The role of negativity bias and herd behavior in investment decisions.Why successful investors need to question the herd rather than follow it.Using experience and a framework to make better decisions under uncertainty.Links Mentioned in Today's Episode:Dr. Tim Fergestad on LinkedInDr. Tim Fergestad LinktreeOak Street AssetsOak Street Assets on YouTubeOak Street Assets on FacebookOak Street Assets: The Real Estate Syndication First-Pass ScorecardPhoenix Prosperity PodcastGood to Great: Why Some Companies Make the Leap...and Others Don't Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them AllAsset Management Mastery Facebook GroupInvest SmartBreak of Day CapitalBreak of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

  On this episode of The Ty Brady Way, Ty sits down with Jim Effner to talk about ambition, leadership, adversity, and what it takes to build a successful life and business. Jim shares how growing up as the youngest of five in a middle-class family shaped his work ethic. At just 12 years old, he began working as a caddy at an exclusive private club, where he was exposed to successful people, affluent lifestyles, and possibilities he had never seen before.   That early experience gave Jim a strong desire to create a bigger life for himself. After earning a degree in corporate finance, he began looking for a career where the size of his paycheck would be in his own control. A practice interview led him into the insurance industry, where he joined Northwestern Mutual and quickly found success. Jim became rookie of the year, reached Million Dollar Round Table consistently, made Top of the Table in his late 20s, and was earning seven figures by his early 30s.   Jim explains that his career was never mapped out from the beginning. He first believed he would remain an individual representative for the rest of his life. As he gained experience, his interests shifted toward leadership. He eventually became a managing partner at 33 years old and led a firm with 150 agents and advisors. After more than 14 years in that role, he sold the firm and started his current company.   Ty and Jim also discuss the greatest challenge Jim faced during his career. At 33, Jim was bitten by a mosquito carrying West Nile virus. It developed into viral meningitis and caused him to completely lose his hearing. He remained deaf for six months while waiting to see whether treatment would restore it. When his hearing did not return, he received a cochlear implant.   Jim describes the implant as a gift from God. His hearing is not the same as it was before, but it has allowed him to continue living, working, and leading. He explains that the experience changed his perspective and made him a better husband, father, and businessman. Rather than allowing the loss to define him, he decided to use it as fuel.   The conversation moves into leadership and what effective leaders look like today. Jim says there is no single personality type that makes someone a great leader. Leaders can come from different backgrounds and have very different personalities. What they often share is a commitment to helping others succeed. Jim believes that when leaders help the people around them get what they want, they are more likely to achieve their own goals as well.   Jim describes leadership as a responsibility, not a position of authority. Strong leaders create environments where people can grow, perform, and win together. They do not lead through entitlement or dictatorship. They serve, set the example, and make decisions based on values, even when those decisions may not benefit them financially in the short term.   Jim also shares two pieces of advice that shaped his career. The first was to never follow his pocketbook. His mentor told him to follow his passion and trust that the money would follow. That advice helped Jim make difficult career decisions, including walking away from a successful sales career to pursue leadership.   The second lesson focused on building trust with clients. Jim was taught that every first meeting should leave the client believing three things: that you understand them, that you genuinely care about them, and that you are knowledgeable in your craft. When people feel understood, cared for, and confident in your ability, the rest of the relationship becomes much easier.   You'll also hear Jim explain how trust grows through curiosity, listening, presence, and consistency. Leaders must model the behaviors they expect from others, especially during difficult situations. People are always watching how a leader responds under pressure.   Jim closes with a reminder that life is short and everyone only gets one chance to live it. He encourages listeners to stop focusing on the reasons they cannot pursue their dreams and start focusing on why those dreams matter. His message is to think bigger, stay disciplined, let go of negative influences, and refuse to make failure the final outcome.   If you want to learn how to turn adversity into fuel, lead with purpose, and build a life that reflects your biggest goals, this episode is for you.   As always, we would like to hear from you!

Today we talk with John Gatewood about why elite financial advisors win through listening, not knowledge, and how real connection is what motivates clients to act. We break down practical language, coaching habits, and preparation routines that help advisors and firm leaders build trust, clarity, and conviction.Key topics discussed in this episode:• Advisor training crisis driven by high attrition and looming retirements• Communication skills as the true differentiator in wealth management• Data-backed perception gap between how advisors think they listen and how they actually show up• Being interested versus being interesting to deepen trust fast• Empathy and clarification to reach the root issue behind client goalsFollow Elite Achievement for more conversations on leadership and high-level execution.About JohnJohn Gatewood, CFP®, CLU®, is the founder and Director of Advisor Development at Gatewood Wealth Solutions and author of The Listening Advisor: Winning Loyal Clients Through Authentic Human Connection. During his 45-year career as a financial advisor, John was recognized on Barron's list of the top 1,200 advisors and earned Top Ten standing at LPL Financial and Forum honors at Northwestern Mutual. After selling his practice in 2021, he shifted his focus to helping advisors master the communication skills that build lasting client relationships. Connect with JohnWebsiteLinkedInThe Listening Advisor – Building Client Loyalty through Authentic Human Connection About Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

Executive Summary Everyone has an opinion about where silver, oil, or the stock market is headed next. In this episode, Kim Butler and Spencer Shaw make the case for stepping out of the prediction game entirely. Kim explains why she refuses to guess at market direction and instead builds her financial plan around centuries-old vehicles that offer certainty, the kind of certainty that lets you sleep at night regardless of what the headlines say. Kim and Spencer walk through the layered foundation she recommends for families at every stage: an emergency fund first, then an opportunity fund built inside a mutual life insurance company, and eventually guaranteed income for life stacked on top of Social Security. Kim shares what she is seeing firsthand with family members in their late 80s: a strong preference for simplicity over complexity, and real relief in having guaranteed income arrive every month like clockwork. The conversation closes on a concept Kim calls the house of both: using a guaranteed opportunity fund to responsibly leverage higher-upside investments like cash flowing real estate, so you get certainty and opportunity rather than choosing between them. Links & Resources Mentioned Prosperity Thinkers Podcast: https://prosperitythinkers.com/podcasts/  Prosperity Parents: http://prosperityparents.com/  Kim D.H. Butler on YouTube: https://www.youtube.com/@KimDHButler  Contact: hello@prosperitythinkers.com Keywords financial freedom, Prosperity Thinkers, predicting the economy, emergency fund, opportunity fund, guaranteed income for life, whole life insurance, mutual life insurance companies, cash flow, financial decision fatigue, retirement income, Social Security income planning, house of both strategy, cash flowing real estate, wealth preservation, mindset, financial education, certainty in finances, prosperity economics, real estate leverage Episode Highlights [00:00:00 - 00:00:56] Spencer opens on why nobody can reliably predict the economy, and Kim explains why she refuses to play that game. [00:00:57 - 00:02:47] Kim on choosing centuries-old certainty over guesswork, and why simplicity matters most in your later years. [00:02:48 - 00:03:59] Spencer asks how financial decision fatigue shows up differently for young families versus retirees. [00:04:00 - 00:04:53] Kim lays out step one: setting a clear emergency fund and checking it off the list. [00:04:54 - 00:06:07] Kim introduces the opportunity fund, stored with mutual life insurance companies like MassMutual and Northwestern Mutual. [00:06:08 - 00:07:11] Kim explains guaranteed income for life as the opposite of life insurance, built to pay no matter how long you live. [00:07:12 - 00:08:14] Spencer raises the pull toward high-upside investments, using a real estate example that gained 200% in twenty years. [00:08:15 - 00:09:16] Kim introduces the house of both: using the opportunity fund to leverage higher-opportunity investments like cash flowing real estate.  

If you want to operate in the private client and high-net-worth space, you cannot afford to just be "the insurance guy." Sophisticated buyers, ranging from $100 million to $29 billion in net worth, can smell a product pitch from a mile away. To win these relationships, you must master the art of leading with planning, embracing complexity, and speaking the language of their CPAs, attorneys, and family offices.My guest, Dan Bergen, Managing Director of Private Client at Higginbotham and former Head of Insurance at Goldman Sachs, joins me to discuss what it takes to operate at the absolute highest level of the industry. Dan breaks down his journey from the Northwestern Mutual internship and semi-pro hockey to quarterbacking complex strategies like Private Placement Life Insurance (PPLI). We discuss the difference between needs and wants for the ultra-wealthy, the exact formula for a "zeroed-out estate tax plan," and why the most powerful thing an advisor can say is, "You are actually not a good fit for what we do."▶▶ Sign Up For Your Free Discovery Callhttps://completegameu.com/request-a-callTimestamped Outline(00:00) Lead with Planning, Not Insurance: Introducing Dan Bergen(01:29) Earning Your Stripes: The Northwestern Mutual Experience and the Power of 10-3-1(04:31) Evolving to Private Wealth: Merrill Lynch, Lincoln Financial, and Goldman Sachs(05:29) The "Thanksgiving Day Rule": Why Culture Matters at Higginbotham(07:45) Failing Quickly: How Curiosity and the "Ready, Fire, Aim" Mentality Drives Success(10:19) The Semi-Pro Hockey Injury: Breaking a Neck and the Dangers of the OHL(13:08) Learning from the Losses: The Importance of the Post-Loss Debrief Email(15:03) Needs vs. Wants: Changing Your Approach for Ultra-Wealthy Clients(16:42) The Power of "No": Why You Must Tell Prospects When They Aren't a Fit(17:56) Speaking the Language: Understanding Complex Estate Planning Tactics (SLATs, FLPs, IDGTs)(20:01) Kids, IRS, or Charity: The "Zeroed-Out" Estate Tax Plan(22:32) The Complexity of Sophistication: Upgrading Your Game for the Billionaire Buyer(26:34) Dealing with Egos: How to Collaborate with Wealth Managers Who Hate Insurance(29:00) Turning Down the Sale: Why Pushing Premium Finance Can Be a Trap(31:15) Private Placement Life Insurance (PPLI): Exploiting IRC 7702 for "Structural Alpha"(38:15) Taxes for the Fee and Not for Me: Amplifying Yields and Eliminating Tax Drag(41:36) Turning a Loss into a Win: Sourcing SpaceX Pre-IPO Shares for a Client(43:59) Dan's Lightning Round: Saunas, Cold Plunges, and Functional Patterns BiomechanicsCONNECT WITH ANDY NEARY

What does the latest multifamily data reveal about where the next real estate opportunities lie? In this episode of the Real Estate Investor Podcast, host Gary Lipsky welcomes Jeff Adler, Lead Executive at Yardi Matrix, for a data-driven conversation on the forces shaping multifamily real estate. Jeff shares his perspective on today's market, breaking down the impact of new supply, shifting apartment demand, and why rent growth is entering a new phase. He also explores the broader economic backdrop, including what some are calling a "silent recession,” and discusses how institutional capital is positioning itself as investors wait for greater market clarity. The conversation concludes with Jeff's outlook on the markets best positioned for growth over the next three to five years and the biggest risk he believes multifamily investors should be monitoring over the next 24 months. Tune in for valuable market insights to help you navigate today's evolving investment landscape with greater confidence.Key Points From This Episode:An introduction to today's guest, Jeff Adler. More about Yardi Matrix.Jeff's thoughts on where multifamily stands today.The trickle-down effect and how it's affecting the demand for apartments.Jeff dives into some predictions regarding rent growth.Explaining the broader economic backdrop and the silent recession.His take on “the big capital” sitting on the sidelines, waiting for the bottom.Emerging markets: those best positioned for the next 3-5 years.The single biggest risk Jeff is keeping an eye on over the next 24 months.Where to learn more about Jeff and Yardi Matrix. Links Mentioned in Today's Episode:Jeffrey W. Adler on LinkedInJeffrey W. Adler Yardi MatrixYardi MatrixRay Dalio on LinkedInAsset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

If you're wondering how to defer taxes and diversify wealth on your stock in a meaningful way, this episode is for you. Brett Swarts builds capital gains tax exit plans. He is a real estate investment advisor, podcaster, best-selling author, and a California multi-family broker, and the founder of Capital Gains Tax Solutions and EXB Commercial Multi-Family Broker. Each year, he equips hundreds of millionaires and business professionals with the deferred sales trust tools to help solve capital gains tax deferral limitations. First, the conversation covers the basics of 1031 exchanges and Deferred Sales Trusts, including how they benefit SpaceX employees and support long-term wealth preservation. Next, it explores tax-saving strategies, the value of layering financial solutions, and how Brett uses DSTs to solve challenges like partnership dissolutions. Lastly, we unpack the power that passive income can unlock and what that might look like for you. Thanks for listening! Key Points From This Episode:Background on Brett Swarts.How Brett's business helps people create capital gains tax exit plans.The basics of a 1031 and Deferred Sales Trust.How this works for former or current SpaceX employees.Why this strategy is such a valuable option.Adopting a mindset of layering, sequencing, and compilation. Different strategies to offset income tax. Using a DST as a lifeline.How Brett provides smooth solutions to dissolving partnerships.The power of passive income. Links Mentioned in Today's Episode:Brett Swarts Brett Swarts on LinkedIn Brett Swarts on Instagram Capital Gains Tax Solutions Building a Capital Gains Tax Exit Plan Asset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

With Josh Tomolak, Vice President of Independent Advisor Services, Diamond Consultants Louis Diamond and Josh Tomolak unpack today's IBD vs. RIA landscape, explaining what has changed, where each model excels, and how to determine which path best supports the business you want to build. In Summary The independent wealth management landscape has changed dramatically, making the decision between an independent broker dealer (IBD) and an RIA more nuanced than ever before. Louis Diamond welcomes Diamond Consultants' Vice President of Independent Advisor Services, Josh Tomolak, for a practical discussion of how the independent space has evolved, what truly differentiates the IBD and RIA models today, and how advisors can evaluate which path best aligns with the business they want to build. The Storyline Not long ago, the decision to become independent was relatively straightforward. Advisors either remained with a traditional firm or pursued independence through one of a limited number of models. Today, the conversation is far more complex. Independent broker dealers have significantly expanded their capabilities, offering stronger technology, larger transition packages, greater flexibility, and even pathways to RIA ownership. At the same time, the RIA ecosystem has matured into a sophisticated marketplace supported by multiple custodians, outsourced service providers, institutional capital, and enterprise platforms that rival many of the industry's largest firms. As these developments have unfolded, the traditional distinctions between an IBD and an RIA have become less obvious. Advisors evaluating their options are no longer simply asking whether they should become independent—they're asking which model best supports the clients they serve, the business they envision, and the lifestyle they want to create. In this Industry Update, Louis and Josh unpack the realities behind the IBD vs. RIA decision. They discuss where the two models overlap, where meaningful differences still exist, and why factors like service, technology, economics, operational responsibility, enterprise value, and long-term optionality often matter more than labels alone. Whether you're considering changing independent firms, launching your own RIA, or simply want a better understanding of how the independent landscape has evolved, this conversation provides an objective framework for evaluating today's choices—and preparing for tomorrow's opportunities. Topics Covered Independent Broker Dealer (IBD) vs. RIA models The evolution of supportive independence Technology investments across the independent space Transition support and advisor mobility Capital solutions and recruiting economics Business formation and enterprise value Launching an independent RIA Multi-custodial platforms and open architecture Minority investments and succession planning Future trends shaping advisor independence > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are already-independent advisors reconsidering their current model? (5:27) Josh explains why service, technology, economics, and growing optionality are causing advisors to reevaluate their existing affiliations. How have independent broker dealers and RIAs become more alike? (19:28) Louis and Josh discuss the growing convergence between the two models and why the distinction is becoming less obvious than many advisors assume. What really separates an IBD from an RIA? (25:04) A practical discussion of autonomy, compliance, flexibility, custody, economics, and advisor experience. What misconceptions keep advisors from launching an RIA? (36:29) Josh outlines the “Four Pillars” of launching an RIA and explains where advisors tend to either overestimate or underestimate the operational realities. Which advisors thrive most in each model? (33:12) The conversation explores why there isn't a universally “better” model—only one that's better aligned with an advisor's goals. What trends are quietly reshaping independence? (42:13) Minority investments, enterprise value, business formation, and changing revenue models may have an even greater impact than advisors realize today. Key Takeaways Independence has evolved from a destination into an ongoing strategic decision. Independent broker dealers have significantly improved technology, transition support, economics, and flexibility. The RIA ecosystem has matured into a highly sophisticated marketplace with broad outsourcing and support options. Choosing between an IBD and an RIA should begin with long-term business objectives—not industry perceptions. Building a valuable business depends more on business structure and scalability than simply growing assets. Advisors considering independence should evaluate models with an open mind rather than relying on outdated assumptions. The next decade will likely bring continued convergence between independent business models. https://youtu.be/jHDVso2TsmQ Quotable Moments “The question is no longer, ‘Do I want to go independent?' The question is, ‘What kind of independence makes the most sense for my clients, business, and goals?'” “Business formation is far more important than assets under management.” “The way you build your business will ultimately determine how valuable that business becomes.” “Everything in an RIA is going to cost you either your time or your money.” FAQs Is there still a meaningful difference between an IBD and an RIA? Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Why are more independent advisors changing firms today? Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Is launching an RIA easier than it used to be? Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. Does every entrepreneurial advisor belong in the RIA model? No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. What matters more: assets under management or how the business is built? Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. What's the biggest mistake advisors make when evaluating independence? Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Yes. While the two models increasingly overlap, they differ in areas such as flexibility, compliance structure, operational responsibility, economics, and control. Improved technology, stronger transition support, evolving economics, and better service models are prompting many advisors to reassess whether their current platform still fits their business. Yes. Supportive independence, outsourced service providers, and improved custodial resources have significantly reduced many of the historical barriers. No. The best fit depends on an advisor's appetite for ownership, customization, operational responsibility, and long-term vision. Josh argues that scalable business formation often has a greater impact on enterprise value than AUM alone. Starting with assumptions instead of objectives. The most effective due diligence begins by defining the business you're trying to build, then identifying the model best suited to support it. Related Resources IBD vs. RIA Comparison Guide IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider 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… IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. 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: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and goals?” Josh shares what he’s seeing across the landscape, the misconceptions that continue to shape advisor thinking and the factors that matter most when evaluating the next chapter of an independent business. There’s a lot to discuss, so let’s get to it. Josh, thanks for joining me today. Joshua Tomolak: Thanks for having me, Louis. It’s a real privilege to have come. This is a full circle moment for me going from being a student of your podcast, to working alongside you, to being a guest. So I appreciate you having me. Louis Diamond: Amazing. I’m excited for this one too, because you have a fresh and in the weeds perspective that a lot of our guests simply don’t have. So why don’t you start off, you spend your time helping advisors evaluate independence every day. So working with advisors who are already independent, for the most part. And to me, it feels like the independent space has really evolved dramatically over the last decade. I mean, this podcast is really the epicenter of that to prove that out, but give us a little background on your past roles in the space and then we can get into what you’re seeing right now. Joshua Tomolak: Yeah, I’d be happy to. So I took a very non-traditional path into wealth management. I spent a decade as a deep sea Navy diver, and upon completing my service there, I ended up working for TD Ameritrade. And in my role there, I spent about six years doing nothing but helping financial advisors explore the RIA space, whether that was to join or partner with an RIA, sell to an RIA, or in most cases, launch their own RIA. And one of the things that I ultimately came to terms with is it’s just not the right model for everybody. While I’m a huge advocate for it, we would often lose business to the major broker-dealers of the world. And at the time, I really didn’t understand why. In the last six years at Diamond Consultants has been a very interesting purview into what a lot of the broker-dealers have done and are doing to make themselves more RIA-ish and be very compelling to the right advisor. Louis Diamond: Perfect framing. Your background is incredibly germane to the folks you work with. So let’s start off with the softball here. What are you seeing right now? Joshua Tomolak: It’s not so different than the rest of the industry, the wirehouses, the regional firms, things of that nature, that if you took 10 firms, they’re all likely to go different directions, even if they were identical practices. That could be… A third would go from an independent broker-dealer to another independent broker-dealer. Certainly the supported RIA space is growing every day and has created a lot of very fun and unique solutions for advisors, very customized and curated. And then I think there’s still a lot of really great sophisticated teams and individual contributors that are making the decision to go hyper entrepreneurial and launch their own individual RIA. So the movement’s really all over the board from my perspective. Louis Diamond: It does feel like it’s no longer independence is an alternative option or it’s on the fringes. It’s very front and center whether for breakaways, which is a big topic on our podcast, but in general, the infrastructure has become much, much more sophisticated today than ever before. Advisors have way more tools in their toolbox to serve clients, whether in the private markets or through technology. And it’s no longer that if an advisor’s independent, they’re in the minor leagues where they don’t have the same ability to serve clients like they did if they’re at a big bank or a private bank or a wirehouse. Do you agree? Joshua Tomolak: I absolutely agree. And I’m reminded of a question I got one time from a great team that I worked with in New York. They asked me, “Are there really more options than ever before? Because all we see is one firm selling to another.” And I think that’s a really great point. There’s far less broker dealers on the street than there were even five years ago. But for every Commonwealth, for example, that sells to an LPL, up pops three or four really cool private equity-backed, sophisticated RIA platform firms that are built to service their own unique advisor base. Louis Diamond: I think that’s right. Sitting on the sidelines, sitting on top of everything going on in the industry, I feel like capital is always an interesting topic forever. If an advisor wanted to move within the independent world or break away from a big firm to go independent, the only way to get capital was to go to an independent broker dealer. So we still see that, but I feel like today between all these minority acquisition opportunities, we’re seeing firms acquire practices at time of transition, which is somewhat new. There’s debt solutions, recruiting deals are way up for firms that are paying forgivable loans. RIAs now would, in some cases, will pay a forgivable note. What are you seeing there as far as the availability of capital and just deals in general? Joshua Tomolak: It’s a great question and I didn’t want to take the low-hanging fruit, but capital’s been a huge innovation, I guess, in the last five years I’d say. Just to give you rough quotes, please don’t hold me to it, but traditional transition broker-dealer deals were five years ago, 40 to 60% of Trailing Twelve revenue today are somewhere between 90 and 120%, sometimes north of that for the right team. That’s really meaningful money for the team that is thinking about foregoing a wirehouse deal, for example. I’d also say a lot of these firms are getting hyper-creative in how they solve for capital. The minority investment piece that you mentioned is very interesting. We’re seeing a lot of privatized forgivable notes in the RIA space where third-party or private lenders are basically lending the money and the RIA is making the payments on that forgivable note as long as the advisor is affiliated with them. So there’s been a recognition among the RIA space to get away from the, “Oh, they just took a check” type of mantra, and to say, “Look, I understand there are capital needs. These people are taking a risk. We need to solve for that.” So we’ve seen a lot of that in the marketplace. Louis Diamond: Very interesting. I think another thing financially, and then we’ll keep the train moving, that I know I’ve seen, and maybe you can weigh in if you’ve seen the same, is the cost to an advisor or a business owner to join an independent BD or to join an RIA has come way down, probably in part because of Schwab going to zero on trading. That’s been a catalyst. But it feels like we used to say independent BDs were expensive relative to the RIA world. And in some cases, they certainly could be. And if you’re at scale, maybe you can pick up a point or two being in the RIA world versus a BD. But when you have some of these BDs that have a basis point admin fee or no admin fee at a certain size and the payouts I feel like are similar, maybe have gone up a little bit, but it’s more so like the administrator fees, the platform fees, the program fees. Anyone who’s not in that world, it’s like, “What are you talking about?” But basically the way that these broker-dealers make money, it seems like there’s been a pretty big differential in the exchange of value where advisors now get more services, better technology, get more money to join them and get it at a lower cost. Do you agree? Joshua Tomolak: I absolutely agree. I think that maybe that’s one of the larger changes that we’ve seen, and it’s probably one of the benefits from a lot of the industry consolidation on that independent broker-dealer side. The economies of scale of these folks have allowed them to increase their tech spend, increase their service capacities all while offering it to the advisors at a cheaper price. And when I was at TD Ameritrade, one of the biggest pitches was the idea of a 100% payout and you control the fixed expenses, your technology compliance, et cetera. But what’s changed is that broker-dealers are pretty darn comparable on the expenses. All of those admin fees and things you mentioned will still exist, but they’re on a much smaller scale. And I think the question a lot of advisors are asking is, “Am I getting congruent value from my broker-dealer for what I pay for?” And while that answer might’ve been no a couple years ago, today the answer is more often yes. Louis Diamond: Yeah, I would agree. A lot of times we work with advisors who are starting an RIA or affiliating with an RIA or going to a BD and they see how big the deals are in the independent BD world and the payouts are really high and the fees are relatively low. And honestly, it is a hard decision or calculus to make, like, “How does it make sense for me to turn down this extremely lucrative deal when my ongoing economics are going to be somewhat similar in the BD world versus in the RIA space?” I think it’s just an interesting dynamic and we’ll get more into that distinction. One of the stars of the show right here is we’ve seen a ton of advisor movement across the industry. Our annual advisor transition report said that in 2025, over 11,000 experienced advisors changed firms, which is a large number. A lot of those numbers are within the independent world. So advisors who are 1099 through a BD or through an RIA transitioning to another platform or organization or starting an RIA. So why do you think we’re seeing so many advisors reconsider their current firm or their platform or their broker-dealer today than in years past? Joshua Tomolak: It’s a jarring number. 11,000 is definitely a significant amount of advisor movements. To me, it comes down to a few things, but I will say that it’s almost always a conglomeration of pushes and pulls. Pushes being inherent frustrations with your status quo, pulls being the new sexy, shiny things that you see in the marketplace that could be really impactful for your business. To me, it typically comes down to one of three things, at least on the push front, that drives advisors to movement. Service being number one, technology being number two, and economics being number three. And if we were just going to unpack those, I think service being, “Can you call somebody that knows your business, that knows your name? Are you getting the correct answers? Are you being pushed through a phone tree? And even if you’re not doing it, is it taking up a meaningful amount of time of your staff’s free time?” On the technology front, there’s very significant tech spends happening in the industry right now. I think Raymond James and LPL reported, for example, they spent 500 million in 2025 on a tech spend. So advisors are going to the places that are making their life easier. People are looking for a mechanism to really scale their business without having to add staff and a lot of expenses to the bottom line. And technology is just the fastest, most efficient way to do that most times. And then economics, certainly a lot of advisors and teams have built phenomenal businesses and they’ve made a great living without really stressing out about the economics. And they eventually get to a point in their business where what they were giving up as a million dollar producer is far different than what they’re giving up as a $4 million producer. And back to the congruent value, it perhaps stops to make as much sense. Louis Diamond: Well said. I always say when the cost-to-value ratio is out of whack, that’s when advisors sit up and take notice. And not to name names of firms, but there definitely are firms that are more expensive. And even if you look at how much a wirehouse or a Ed Jones advisor paid their firm, it’s like, “What got me here is not necessarily what’s going to get me there.” And while the name on the business card, the resources were incredibly impactful, and I’m so grateful for what my firm, my broker-dealer did for me when I was just starting or when I was smaller. Now the business is bigger, I rely upon different resources or I don’t need the firm as much. So I’d rather plow the cost savings either into income for myself or invest it in areas that are most germane to my business. And it’s usually when that kind of light bulb moment goes off, that’s one of the major pushes that cause advisors to evaluate other options. So I agree with you, those are the major push factors, but then what are the pull factors? What are the major advancements or changes across the independent space that’s causing advisors to say, “Hey, okay, I might have some frustrations, but at the same time, I also need to find something that’s more than marginally better than the firm I’m at. Otherwise, why am I going to go through the hassle, take the risk, et cetera? So what are some of the pull factors that advisors are latching onto today? Joshua Tomolak: Sure. And I might say with one final push factor, there’s a straw that breaks the proverbial camel’s back when you’ve been told for however many years that this change or that change is coming down the pipeline and it never happens. And it translates well into the pull factors is do they do what they say they’re going to do? The talking points really for the pull factors are exactly the same. So the counterpoint to service is perhaps having a direct relationship with the chief compliance officer at a firm or having a dedicated service representative that knows their stuff inside and out and can get you the answer even if they don’t know it off the top of their head. Having the technology to rebalance a household in two clicks instead of two hours. In economics, I think it’s really a transparency of economics. We’ve both worked with some really significant firms that have looked at their P&Ls and said, “where the heck is the money going?” And we’ve looked at the same P&Ls and said, “I have no idea,” because it’s so convoluted. People are happy to pay for good service, good technology, good products, but they just want to know where the money’s coming from. So I think it’s a yin and yang. The same things that they’re the push are often the pull. Louis Diamond: Definitely. I’ll give you a couple other from my perspective. I’ll say first specific to the independent BD world, and then we’ll dive into the RIA, I think it’s a little bit different. But I think some other will say innovations or changes that are causing advisors to really perk up and listen and really make the case to themselves that life will be better at this new organization than the status quo or staying put. We’ve seen major advancements in transition support, whether it’s being able to do a transition without a shred of paper, being able to… I mean, we’ve seen some independent advisors move their entire book within two weeks, which never would’ve happened before. So the firms that I’d say are playing offense, the larger firms that are winning, they have insane headcount around transitions and are always investing in technology, whether now on the AI front or in general. And we’ve seen transitions, they’re never easy. So that’s not a comment to say it’s easy, but a lot of the friction, a lot of the manual work has been taken away, which is massive. You definitely mentioned the significant technology spend. I mean, just the innovations going on across the industry. There’s definitely some firms that are laggards on technology and others that are light years ahead, whether because their tech is more integrated or they’ve built out their platform to be more, we’ll say modular, to plug in different third-party softwares where an advisor can really customize and create their own tech stack. I think there’s been some changes on compliance. It used to be if you’re at an independent BD, you had to be the OSJ by yourself or you had to roll up under an OSJ. But now most BDs offer home office supervision, so a big friction or pain point is taken away. And then I’ll give you a bridge to talk about what we’re seeing on the RIA side. But we’ve also seen, I would say, a real blurring of the lines between what you would traditionally think of as an independent broker dealer versus what was an RIA. So whether it’s an internal pathway where it’s like, “Start off on our independent BD platform, get the big deal, get the support, but then you can ditch that and just use this as a custodian or you can sell the business to us when you want to retire and convert to W2.” So in that vein, transitioning internally to an RIA, give me the same points like, “What are the major advancements or changes you’re seeing on the RIA side today?” Joshua Tomolak: I love that you said that because it’s been one of the most interesting changes to watch. Independent broker dealers becoming more like RIAs, and to your point, being more flexible, having more optionality, a more curated experience in some cases. And in many cases becoming closer to independent broker dealers with some of these massive shops that we’ve seen be created over the last five years that now have hundreds, if not thousands of advisors. To your question on the internal RIA slide as we sometimes call it, this really didn’t exist many places a few years ago. And I think it’s been created as both originally a retention tool in many places for the advisors that were with a major independent broker dealer and they ultimately wanted to have their own ADV and their own RIA. And the firm didn’t want to lose all the assets to an independent custodian so they gave them the green light to… And it’s ultimately became a sales tool in many cases. Just to use a couple of examples across the industry, I mean, Raymond James has Raymond James Custody Services, which has attracted a lot of really sophisticated teams. I know Wells Fargo Finance done something similar and even the counterparts over at Cetera and Osaic are trying to do the same thing. So it’s a recognition in my view that we want to keep the best talent possible. And if these folks are ultimately going to go RIA anyway, it’s less about the money and more about the flexibility and control that it offers them. So what can we do to keep those folks on board? And rightfully so, a lot of senior management of these firms have said, “Let’s not lose these teams. It’s going to be a lower margin business for us, but at the rate that they’re growing, it’s going to pay off in the long run.” Louis Diamond: Well said. RIAs are now more mainstream. And some of these RIAs, they’re either resembling independent BDs or I would even go so far to say the valuations that are even publicly available on some RIAs is definitely having people take notice. I mean, Cerity Partners recently raised capital at an over $8 billion reported valuation. Crescent was well over a billion. Firms like Mariner, Creative Planning, Mercer, Wealth Enhancement Group, and there’s many that I’m missing, are all worth a couple billion dollars or more and growing. Do you think that’s had an impact on the legitimacy or the staying power of the RIA model? Joshua Tomolak: Oh, absolutely. There’s no doubt about it. I mean, those groups that you mentioned and many more are winning some of the biggest teams on the street. I mean, if you pull up a run-of-the-mill advisor hub article, for example, you’ll see as many of those RIAs win significant businesses as you will their broker-dealer counterparts, partially in my opinion, due to the massive valuations these firms are fetching. And it’s much more of a partnership in the sense that joining a Crescent or a Wealth Enhancement Group, as you mentioned, you’re a part of a boutique group of maybe a couple of hundred very sophisticated high-producing advisors all playing under the same banner, all rowing in the same direction, and that creates substantial growth. Louis Diamond: Exactly right. I think two other things to me that’s driving the legitimacy or the growth of the RIA segment, there’s so many different outsourcing solutions that have popped up, whether it’s more of a… We’ll say a bundled or a package outsourcing solution through firms like Dynasty and Sanctuary. LPL has done a ton with having a shared services outsourcing model. So you have those. But you also have, I mean, probably 10 different firms I could think of that can be an outsourced chief compliance officer. You have tons of marketing agencies that specialize in helping RIAs. You have all these FinTechs popping up to support the RIA space. Really, it’s like anything and everything can be outsourced now. And even the big Wall Street banks like UBS, Merrill, et cetera, they’re attempting to sell and distribute product into the RIA space. Venture funds, private equity funds, anyone you talk to is trying to get a piece of the RIA space, which means there’s more product and platform availability than ever before. And I think it’s massive because one, it’s a catalyst for teams who say, “I love everything about the RIA world. I just don’t want to do it on my own,” or, “I don’t know where to start.” But also it means that they can look their clients in the eye and say, “Hey, not only do I have the same stuff that I had for you at XYZ firm, I can actually do more for you.” And even if you look at what the custodians are doing on the lending side now, Schwab owning a bank is massive and being able to facilitate mortgages, securities-backed loans, things that didn’t really exist in the past. I think it’s a very exciting time for advisors either that are independent or are considering the independent space because you have all these choices and it’s really like, “Choose your own adventure. Give me your top five things you want.” I’m sure it exists and we can find it and make it happen. And I don’t think we’d have the same confidence in that statement 5, 7, 10 years ago. Joshua Tomolak: I couldn’t agree more. That’s such a huge development is the marketplace of third party vendors in any kind of capitalism environment. There’s problems that people encounter and there’s really smart people that are trying to make a lot of money that go to market to solve them. And we’ve seen a ton of that over the last few years. Louis Diamond: Exactly right. Yeah, it’s like also… If an advisor looks around and says, “Hey, this is what I want,” and it doesn’t exist, oftentimes that’s a light bulb moment to be like, “Okay, I’ll go build it. I’ll do it on my own.” Whether it was Stewart Partners when they launched a number of years ago or Hightower, Dynasty, et cetera. They were all started by people that said, “Hey, I see a big gap in the ecosystem. Let’s create a business and raise capital to go solve it and then deliver this service to other like-minded advisors or business owners.” Honestly, it’s a treat to be able to watch all this happen in real time. We probably should have laid the groundwork with this next question, but I think it’s an important one. What’s the difference between a independent broker-dealer and an RIA? Really basic foundational. It sounds like the lines are blurred. There’s probably a lot of similarities. Advisors are successful in both. It’s not like one’s better than the other. How would you explain the differences, if a client of ours asked, “What’s the difference between an independent broker-dealer and IBD versus an RIA”? Joshua Tomolak: Get into the core of it. Again, the lines are blurred, and I’ll stay very high level on the strategic differences, but I like to use this example. I drive a Toyota Tundra. Really like the truck, gets me from A to B. Now, if I were getting to a point where I wanted a new vehicle, if I were to go get another Toyota Tundra because I really like a lot of aspects of it, but I want the one with the bigger screen and the bigger tires and the power seats, and I have rolled down windows because I have a fear of drowning. But if I want a lot of the bells and whistles, but I want to keep the foundation, that’s what I align to a independent broker-dealer to independent broker-dealer. You like the foundation of everything all under one roof. You like a lot of the resources, but you have some meaningful frustrations and you want to see if another provider in the market can solve for those or you can upgrade. If I instead, Louis, decided that I wanted a sports car or a Jeep Wrangler or something, I would be looking at a different category altogether. That’s how I articulate the platform space. They provide the same services and support in many cases that an independent broker-dealer does, think of marketing and a tech stack and regulatory oversight and a fellowship in a community, but they’re built on an RIA TC registered chassis. They’re typically far more customized so you can shop the street to get a lot more of the things that you like, though you are walking away from maybe some of the things that you’ve liked in the independent broker-dealer model. So I guess that’s the highest level I might explain it, just a little bit more minutia in any broker-dealer is going to be a FINRA registered, FINRA member broker-dealer. So they’re subject to the FINRA rules, which basically means it’s the compliance interpretation of those rules that they have to follow. So LPL’s rules may be slightly different than Cetera’s than Ameriprise’s because it’s based on their interpretations of the rules. In the RIA space, everybody really operates on the fiduciary standard. So it’s just a different lens that from a compliance standpoint, business is looked at. And a lot of people would make the argument that it’s just easier to get things done when you’re looking at something from that lens. I might’ve gone too compliance nerd on you there, but I’d be curious what you think some of the major differences are. Louis Diamond: Yeah, I think that’s right. I mean, it sounds like if you’re in the RIA world in some capacity that you as the advisor or business owner are going to have a little bit more control and autonomy and flexibility. One, do you think that’s true? And what are the reasons why that is? Is it platform? Is it strictly just compliance is easier? What are the different ways that an RIA would have more or less flexibility than someone who’s with an independent BD? Joshua Tomolak: Yeah, I think it’s overwhelmingly true, but it certainly depends on your business. Within most RIA platforms, you’re going to be one of a couple dozen, maybe a couple hundred, where you’re going to have people within that firm that really know your business. So the experience in getting things done is much less about, “Can I do this,” or, “Can I not do this?” And it’s, “Louis, I understand you asked for this. We’re going to run into these issues, but let’s figure out how to get to yes.” So it’s far more curated by people that are not operating on black and white rules and can actually figure out how to get to yes for your business. The other thing I would say is that most significant RIA platforms have multiple custodial options. So many times you’ll see as few as two or as many as five. So if an advisor or a team is trying to bring on a new piece of business or do something creative, that might be something they can use a different custodial relationship to accomplish. It might be something that Goldman Sachs does really well but is in its infancy at Fidelity, or it might be international business that’s approved on Pershing’s platform but not Schwab’s platform. So the RIA partner that you’re with can really look at those custodians agnostically and say, “What’s the best home for this business? What’s the best way to get this done for Louis?” There’s a couple examples of where I see the flexibility in practice. Louis Diamond: Yeah, I think one more too would be the concept of being able to shop the street. I’ve heard it described as becoming a buy-side advocate for your clients versus being a professional seller. So meaning, if I’m affiliated with an RIA or I’m operating my own RIA, there’s no selling away like there is at a wirehouse or at certain BDs. So if I have a client who’s trying to get a $10 million loan for a new building that they’re breaking ground on, if I’m at UBS, Merrill, Morgan Stanley, captive to a BD, I can go to my firm and say, “Hey, this $10 million loan, here it is. What are the terms? What are the rates? Will you take on this business?” And the firm will say, “Yes. No. Yes, here are the terms. Here’s the caveats, et cetera.” But it’s a very closed market process and an advisor has to live and die by what their firm says. Versus in the RIA world, it’s, “Okay, I have relationships with nine different banks and I can go to these different banks and private credit funds and whoever and really create either an option process for my client or really just help them in a fully agnostic open way.” And we see the same thing when it comes to alternative investments. No one at a wirehouse, let’s say, is complaining that they don’t have enough alts that they can offer clients. Those firms have done an amazing job with really boiling the ocean and having tons and tons of options for private investments, hedge funds, et cetera. But if you’re in the RIA world, you can take it to the next level and say, “Hey, this $3 million startup company that my friend is starting, I’m going to help them raise capital,” or, “My client wants to get a syndicate of investors together to have a direct investment into a qualified opportunity zone fund that they’re starting. Let’s do it when we can advise on it.” So it really expands what an advisor is able to do on behalf of clients. Like to me, that’s the most interesting or exciting part of the RIA model. You can get some of that within the BD world, but to me, when an advisor’s business becomes more sophisticated as far as what their end client’s needs are, it tends to translate better to the RIA world than the BD world. Not to say there aren’t ultra-high net worth focused advisors at BDs, but because of that additional flexibility, autonomy, customization, et cetera, that speaks more RIA. So again, absolutely not down at all on the independent BDs because I think there’s a massive home for them. Josh, let me turn it back to you. I’m rambling now. Give me the pitch for an independent BD. What are the things that are misperceptions that people have? What are the advantages that an independent broker dealer like an LPL or a RayJ or a Cetera have over RIAs or over other models in general? Joshua Tomolak: Absolutely. And I’d say I’ve learned more over the last six years from some of your ramblings than most people learn in an MBA course, so keep doing what you’re doing. But it’s funny being in this position now, having spent so much time sort of selling against the IBD model within TD Ameritrade, but what I’ve learned is it’s a good home for everybody. And a lot of times the advisors that they’re entrepreneurial enough where they like having their name on the door, but they’re not so entrepreneurial where they want to build everything out themselves, that’s where the independent broker dealers absolutely kill it. Their economics have gotten to a point where they’re really competitive. They offer transition capital that isn’t even going to be comparable in the RIA space unless you’re selling a minority share of your business. And you mentioned LPL, or we could really list all of the major ones, there’s not a department that they don’t have. It could be as nuance as finding 403(b) payroll slots or it could be as mainstream as fixed income or setting up events. There are all kinds of really neat departments that these all under one roof independent broker dealers have invested in. And a lot of times they make an effort to make you very much aware of all of the support because most people don’t use it. So I would say for the advisors that are looking to get their improved Toyota Tundra, then you can get probably 70 or 80% of what you want within the independent broker-dealer world. And you can also keep 20 or 30% of the stuff, maybe more that you really liked at your previous firm. So I think that’s where it really shines. I sometimes call it an incremental change rather than a transformational change. But for many advisors, incremental is really good enough if you get to keep the familiarity of how you’ve been doing business for the last 20-some years, but you’re able to get net improvement on the things that were really bothering you. Louis Diamond: Well said. Something that I’ve seen that’s been… I guess this could be either pro or con depending upon the advisor, but with some broker dealers, letting an advisor co-brand with them or really having a real consumer-facing brand, whether it’s, “I’m a franchise owner with Ameriprise,” or, “I’m independent through Raymond James,” or, “Running my own practice through Wells Fargo FiNet,” or, “I’m independent with Northwestern Mutual.” There’s definitely some brand cache or brand familiarity with some of those firms that may or may not be the same if you’re in the RIA world. So I would agree there’s a lot to like about the independent BD world and there’s a fit for people that is absolutely better with independent BDs than on the RIA side. Even if some people would say RIA is better, we’re cleaner, I wouldn’t say that. To me, it’s all about what an advisor’s goals are and then matching that up with what these firms do. And there’s never a perfect option. I jokingly say, “If there was a perfect firm, we wouldn’t be in business.” Every firm has their advantages or disadvantages. And depending upon where an advisor’s coming from, their style of business, their pain points, that’ll match up really well with on firm or one type of firm or one model than the other. Let’s pivot a little bit to the RIA world. A lot of your comments have been more about advisors affiliating or joining RIAs, this whole supportive version of independence concept. But what about advisors who want to go and start their own RIA? Either they’re leaving a captive firm and taking the entrepreneurial route and starting their own firm, or they’re leaving an independent BD to go start their own RIA. What do you see as some of the biggest misconceptions that advisors have about that move? Joshua Tomolak: That’s probably my favorite topic because there are the most misconceptions I think in this space. Louis Diamond: I’d agree. Joshua Tomolak: And I would say there’s 9 out of 10 conversations that I have with advisors and teams, they start off with the launching an RIA in mind or at least RIA curious and they want to understand what’s out there. And probably less than half the time do these folks end up actually launching their own RIA, which is okay because the ones that do are massively successful and they know they’re dang sure that’s exactly what they want to do. I think it gets a little bit romanticized sometimes that they’ll say, “Oh, I’ll just give Schwab a call,” or, “I’ll just give the custodian a call,” as if they were shopping independent broker dealers. That’s fine. You can do that and they will help you, but there’s quite a bit more to think about. And it’s not, in my opinion, the same as evaluating independent broker dealers. If it’s all right, I was taught the four pillars of the RIA model. I can go through that with you really quickly. So the way to think about the RIA space is in four pieces. And shout out to a friend, Eli Suarez, that taught me this years ago. The first pillar… Thinking of four pillars on a bar stool, if you will. The first one being administration. And this is your compliance, this is setting up your ADV, your LLC, all of your business formation documents. The second piece being technology, what do you actually want to use? Because the benefits of the broker-dealer world and the supported independent world is they’ve already built it for you. They’ve already paid for it and scraped their knees building it. In this case, you have to. And for some people, that’s really exciting to source financial planning software and portfolio management software and your CRM and tax software, et cetera. For some people, it just sounds like a huge headache. The third pillar being custodians. I have them third because you want to make sure that the right custodian can integrate properly with the technology that you’ve sourced that you’re passionate about. And then ultimately transition. What does a transition really look like? What are my legal and regulatory requirements? How does this work? What are the timelines? Things of that nature. So I guess I would say in closing that if those four things are things that you really want to own, then you’re in a really good position to consider an RIA launch. What do you think, Louis? Louis Diamond: I think that’s a great framework to break it down. Not just be like, “Okay, I can tolerate that,” or, “My team can do it,” but I think you have to be pretty excited about rolling up your sleeves and customizing and doing it yourself because in our experience, there’s a nominal differential between the economics of running your own RIA versus affiliating with an RIA or going to an independent BD. All the extra work and responsibility, you’re not really going to make it up, at least on the front end, on a higher net payout. So it has to be more about what the model means to you and having a vision that you don’t think anyone else can accomplish other than yourself. And looking at that crazy ever-expanding Michael Kitces’ FinTech map and there’s 500 different logos on it and being like, “Yes, that’s what I want. I want to go through this. I want to pick the seven pieces of my tech stack that work for me,” rather than getting, “Here’s the tech stack, take a demo, you like it, you don’t like it, take it or leave it.” To me, the two biggest misconceptions people have about the RIA world is one, “I’m going to have to be a full-time chief compliance officer,” and just that compliance is this boogeyman, this terrible, scary thing. In some ways it is. But the reality is most, especially startup RIAs will fully outsource compliance to a firm or they’ll hire a compliance consultant or firms that are big enough even will hire a CCO or repurpose someone on their team to be CCO. But compliance is much more streamlined and simpler than BD compliance. And ultimately, it’s compliance that’s being built for your business rather than compliance that’s being built for a publicly traded multinational company that supports 20,000 financial advisors. So I think compliance is always a big misconception. It’s definitely what a lot of firms will pry upon when they’re saying like, “Oh, you’re going to own all the legal and regulatory requirements. You could, but it’s definitely not a requirement.” And then I think another one is folks sometimes underestimate and overestimate the operational burden and how much work it is to start an RIA. Sometimes people just… They’re perfect for the RIA world, that’s their goal, but they get stopped in their tracks. They don’t really know what to do. But what we’ve seen, we said it earlier with so many different outsourcing solutions and different service providers that have popped up, if you have the fire in your belly to go build something, it doesn’t mean you’re doing it by yourself. I mean, that’s what firms like ours do. The custodians are very helpful. On the flip side though, I have seen advisors chasing payouts say, “Hey, I’m just going to go start an RIA because I want to make another 1 to 3%,” or whatever it comes to and they drastically underestimate what it really takes to build a successful firm. Joshua Tomolak: Exactly right. I think that’s my favorite one, Louis, overestimating and estimating the operational burden there is you could have the same conversation with two teams and it can go the completely different direction. Louis Diamond: Josh, let’s wrap here. I got one more question for you that I think is an exciting one, but give me three key trends or storylines that most people don’t know about or aren’t talking about that you’re passionate about or that you’re sharing with advisors or counseling today. Joshua Tomolak: Sure. This is the free advice portion. And I’ll tell you what, Louis, if it’s all right with you, I’ll give you two and I would love to hear one from you as well. The first one I’ve seen in both the independent broker-dealer and RIA space is the minority investor concept. A lot of folks will talk about the idea of taking chips off a table and starting to partially monetize your business. I think that’s all important, but what I’ve found is that a lot of advisors really want their partner, whether it’s an RIA broker dealer to help them grow. And that could be with M&A opportunities, that could be with traditional recruitment of advisors, that could be building a business plan. But the minority investment part really helps accelerate that for a lot of businesses because all of a sudden, not only are you cashing out a small part of your business, but you’ve just created an ally with the parent entity, it is now much more likely to help you grow in that capacity because they’re insulated from it and they profit when you profit. So I think it’s easy to be shortsighted and say, “Well, my equity’s going to keep growing. Why would I sell you a piece of this?” But I counsel folks often to really think about what that long-term strategic partnership is and making somebody a real equity partner rather than just a vendor that provides you with technology and regulatory coverage. The other one I’d say is that… And this one’s really important to me, that business formation is far more important than your assets under management. Said a different way, the way you build your business is going to make your business far more valuable than the number of dollars underneath your name. And what I mean by that is, just to use an example, a sophisticated, well-built, centralized, scalable and repeatable business, whether it’s an RIA with a broker-dealer that is going to fetch a far higher M&A multiple than a OSJ that’s five times the size that just has a bunch of 1099 independent advisors underneath the umbrella. What we’ve seen in the M&A space is that if you’re going to shell out 50, 60, $80 million for somebody’s business, you want to know that you have this business for the long term. So I would certainly counsel people that have been around maybe far longer than me to take a look at how you’re building this and put together a business plan on what those next 10 years should look like and not necessarily fall into the trap where your only revenue source is the override that you receive from a firm and then you in turn pay to the advisors on your team. Louis Diamond: Well said. I really like that line. We’d probably do a whole episode on what are the tips and tricks for building a business with the end in mind? Like the Covey quote, “Begin with the end in mind.” Transitions are like… They’re a bear. I mean, there’s no way to sugarcoat it. Advisors, when they hear transition, if you ask them, “Don’t think about it, give me your reaction.” “Terrible, risky, a lot of work. I’ll never do it again. My friend did it and it was terrible. What if my clients don’t come?” It’s all these negative emotions. And in many cases, I don’t blame an advisor because it is a big act. But to me, if someone is weighing making a transition, whether a wholesale business model change going from being an employee to being independent, going from being an advisor at an independent BD to starting an RIA, or even going independent BD to independent BD, it’s an opportunity if you rise to the occasion to build with this next act with intentionality. So whether it’s restructuring compensation for your team, converting people from 1099 to W2, putting in place new workflows, changing how investments, instead of it being each individual advisor doing investments to more of a centralized model, cleaning up workflows, really investing in data, investing in AI. It’s something that I think, again, we can have a whole episode on it, but I think it’s a great one. Build the business the right way. And obviously, businesses that are larger, theoretically, sell for more, but we’ve certainly seen businesses that are half the size of a larger one sell for a similar amount or more because they did all the right things and the larger one did the things that really turn off a buyer or detract from a valuation. Let me give you one more and tell me if you agree, but I think we’re in this moment when Altruist, the upstart, a new kid on the block custodian, they launched a basically tokenization of cash in a way to automatically agentically source or sort cash to the highest yielding money market. And you’re like, “This is fricking wonky. Louis, why are you telling us this?” I think this is an important one just to keep a watchful eye on. I have no idea how this is going to shake out, but really the biggest way that independent BDs or even custodians like Schwab and Fidelity really make money, it’s not on their overrides from practices or the admin fee or the custody fee. It’s really on net interest margin. So how much the broker-dealer or the firm is making on client cash and brokerage accounts relative to what they’re paying out the client. It’s essentially like free margin to these firms. And this concept, I think, has massive potential for disruption for the business model. Again, I don’t know what it’s going to look like, whether it means platform fees that are instituted at all these firms, whether it means certain models would be more beneficial than others, whether it means nothing’s going to change, which is probably the right answer given this industry. But it’s something to keep a watchful eye on just if your firm institutes a new platform fee or there’s a fundamental way in which your firm can no longer make money. How are they going to make it up? Are they now going to be uncompetitive? They’re not going to have as much scale or profits to invest in the platform. Is it going to cause even more consolidation in the industry? So to me, that’s the one pretty under the radar, pretty wonky storyline that I don’t think enough people are talking about, but has the biggest possibility for disruption across their space than anything I’ve seen in a while. Joshua Tomolak: Sure. That’s the whole iceberg. Not a lot of people are talking about it. It’s not poking out of the ocean, but it’s going to be continuously brought up. I think it’s a question that a lot of advisors are going to have to ask these firms. And at the end of the day, the firms aren’t the bad guys. They have to make money too to provide a quality product. So where the money comes from matters. Louis Diamond: Exactly. Josh, this has been awesome. I learned a lot talking with you and just having your objective consulting hat on what I think are really the differences between IBD and RIA and some of the key trends and storylines to watch has been instrumental. I’ll also give a plug that on our website and we’ll link to it in the show notes, we have a really helpful one-page reference guide going through the differences between independent BDs or IBDs and RIAs. So feel free to click on it. We’ll make sure it gets in your inbox. Josh, thanks again for joining us today. Joshua Tomolak: Yeah, thanks for having me, Louis. It was a pleasure. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. IBD vs. RIA: A Special Industry Update on Independence A conversation with Louis Diamond and Josh Tomolak, Vice President of Independent Advisor Services at Diamond Consultants.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is IBD vs. RIA: A Special Industry Update on Independence. It’s a conversation with Josh Tomolak, our Vice President of Independent Advisor Services. 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: For a long time, going independent would suggest the destination. Today, it’s often the beginning of a different conversation. As the independent space has matured, advisors have more choices than ever before. Broker-dealers have expanded their capabilities. The RIA ecosystem has become increasingly sophisticated. Capital is more readily available and support models now exist that would’ve been difficult to imagine a decade ago. The result is that many advisors who are already independent are taking a fresh look at whether their current affiliation still aligns with what they’re trying to build. My guest is Josh Tomolak, Vice President of Independent Advisor Services here at Diamond Consultants and our resident expert on independence. Josh spends his days helping advisors evaluate independence in all its forms from independent broker dealers, the fully independent RIAs and everything in between. And his knowledge is critical because the distinction between these models is often blurred. Many broker dealers now offer pathways to greater autonomy while supported independence has made RIA ownership more accessible than ever before. So the question is no longer simply, “Do I want to go independent?” The question is, “What kind of independence makes the most sense for client, business, and go

Jim Effner is a master sales trainer, author, and founder of P2P Group, where he helps financial advisors and agency leaders achieve stronger results through mindset mastery, proven sales systems, and intentional communication.A former top producer at Northwestern Mutual, Jim now trains financial professionals across the country to develop greater consistency, confidence, and mastery in their sales careers. He is also the author of Bridge Your Gap: Sales Strategies and Systems for Becoming a Top Financial Advisor.SHOW SUMMARYIn this episode of Selling from the Heart, Larry Levine and Darrell Amy welcome Jim Effner to explore why sustainable sales success requires more than motivation, natural ability, or increased activity. It requires a proven system, disciplined habits, and a commitment to continually practice your craft.Jim explains how a reliable process helps salespeople stop operating according to their mood, energy, or confidence level. He also introduces the idea of becoming “professionally perturbed”—reaching the point where inconsistent performance is no longer acceptable and meaningful change becomes necessary.The conversation explores mastery, accountability, intentional questioning, and authentic relationship-building. Jim shares that prospects need to feel three things: that they can trust you, that you genuinely care, and that you have the knowledge to help them. When those qualities are combined with a proven system and consistent practice, sales professionals can close the gap between their current results and their true potential.KEY TAKEAWAYSStop winging it. Sales results become unpredictable when your actions depend on how you feel that day.Commit to a proven system that creates consistency, sustainability, and a clear path forward.Become “professionally perturbed” enough to stop accepting inconsistent performance.Remember that simple does not mean easy. Mastery still requires discipline, repetition, and effort.Schedule time to practice your sales skills instead of relying only on experience.Create accountability that measures your ability to apply what you have learned.Help prospects feel that they can trust you, that you care, and that you are knowledgeable.Avoid chasing every new sales trend. Choose a proven system, commit to it, and refine it over time.Bring intentionality to every conversation instead of relying on improvisation.HIGHLIGHT QUOTESSystems allow a sales professional to get out of their own way.If you're going to be great in sales, you've got to spend some time working on your art.The moment you find yourself wanting something more for them than they want for themselves, you're dead.Intentionality means the opposite, or the antithesis, of winging it.There's a big difference between easy and simple.ADDITIONAL RESOURCESExplore the secrets of heart-centered leadership and thriving workplace cultures with Culture from the Heart Podcast! Nominate a visionary CEO at www.culturefromtheheart.com!Listen to Larry Levine's Bestselling Book: Selling in a Post-Trust World! Now available on Audible! Transform your sales approach with insights that matter.  Subscribe to The Selling from the Heart Podcast Youtube Channel! Stay updated with the latest episodes and leadership tips: Selling from the Heart YouTubeGet Your Daily Dose of Inspiration:Click Here for Your Daily Dose

Join us on this special episode where we talked with Mary Becker, COO of MHF Wealth Partners, about building a people-first culture while redesigning firm structure for long-term growth. We break down how clear values, intentional hiring, and early communication make change feel safer for teams and simpler for clients.Key topics discussed in this episode:• Employee-first culture built through small, consistent actions• Onboarding system that speeds trust and connection across the team•Hiring process that gives the team real say on cultural fit• Kindness as a stated firm value alongside integrity, excellence, accountability, and resourcefulness• Reasons for restructuring: growth, client transitions, and a consistent client experienceFollow Elite Achievement for more conversations on leadership and high-level execution.About MaryMary Becker joined the MHF team in 2020 as the Chief Operating Officer. In her role, Mary is responsible for driving strategic planning and execution, operational excellence and ensuring an impactful experience for both the team members and clients. Mary brings an extensive Northwestern Mutual background after spending over 15 years providing strategic leadership to home office operational teams in underwriting, in-force servicing, and claims. Mary has an MBA from Marquette University, a BS in Psychology from the University of Wisconsin-LaCrosse and holds her RICP licensing.Mary and her husband Marc live on the East Side of Milwaukee, have two college age children who both attend the University of Oregon. While not at work, or visiting her kids, Mary can most often be found outdoors – either running, playing golf or attempting to walk her two Labrador retrievers.Connect with MaryLinkedInWebsiteAbout Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

Insurance can make or break a multifamily deal, especially when markets are volatile, lender requirements are tightening, and prior claims can affect pricing for years. In this episode of the Real Estate Investor Podcast, Gary Lipsky sits down with Ryan Thomas, a commercial insurance advisor specializing in multifamily real estate, to discuss what investors need to know before buying, refinancing, or renewing coverage. Ryan explains what has changed in the commercial insurance market, why the property market is softening, and why liability coverage is becoming harder to navigate. He breaks down how Fannie Mae and Freddie Mac requirements are affecting coverage for claims, why some investors may face large retainers, and how lender requirements can create challenges. Ryan shares why working with an experienced broker matters, how underwriter relationships can influence outcomes, and how a master policy can help investors manage coverage across a portfolio. Tune in to learn how to get ahead of insurance issues before they become problems with Ryan Thomas.Key Points From This Episode:Background about Ryan and how he became a commercial insurance advisor.What has changed in the insurance market for acquisitions and refinances.Discover why Arizona remains a more favorable insurance market than other states.Understand how agency requirements are affecting coverage.Uncover what smaller investors need to consider before using agency debt.Explore how prior claims and five-year loss runs can impact insurance pricing.Hear why a strong insurance broker can make a major difference during acquisitions.Find out what investors should review before making an offer.Learn the difference between admitted and non-admitted insurance carriers.Unpack the role of broker commissions, fees, and underwriter relationships.How master policies work and why they can benefit multifamily portfolios.Advice on what investors should look for when choosing an insurance broker.Links Mentioned in Today's Episode:Arcstone Insurance AdvisorsEmail Ryan Thomas Call Ryan ThomasFannie MaeFreddie Mac Asset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Today we break down what it really takes to share equity and build a multi-partner advisory firm without creating resentment or chaos. We talk through internships, trust, healthy conflict, and the long game of developing leaders who actually want the obligations of ownership.Key topics discussed in this episode:• Building an internship program to source future service and lead advisors• Keeping interns productive with real projects, fast onboarding, and clear SOPs• Why owners show up differently and why equity should be granted carefully• Designing a passage to partnership, including a two to three year evaluation window• Reframing collaboration as challenge without hostility and making feedback normalFollow Elite Achievement for more conversations on leadership and high-level execution.About LukeLuke was born and raised in North Idaho, growing up in a rural log cabin without electricity for much of his childhood. That upbringing taught him early on that wealth is more than money, but going without financially also gave him a deep appreciation for the stability financial security can bring a family. That dual perspective has shaped his approach to financial planning and enterprise leadership ever since.Luke earned a B.S. in Economics with a focus in Finance from the University of Idaho and began his career in 2002 as an intern at Northwestern Mutual in Seattle, WA. Over 23 years, he held nearly every field leadership position in the firm, leading a highly productive district office in Bellevue.In 2018, Luke stepped away from his Managing Director role to focus full-time on Pillar Financial Group, which he co-founded with Keith Foe and Kevin Kent. At the time, Pillar managed roughly $400 million in assets with a team of eight. Today, as CEO, Luke has helped grow the firm through disciplined organic growth and targeted acquisitions to 35 team members and close to $2 billion in assets under management. Pillar has since reaffiliated with Cetera Advisors, continuing to scale the firm's capabilities so it can deliver an exceptional client experience for generations to come.Connect with LukeLinkedInAbout Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

Northwestern Mutual just announced a record $9.2 billion dividend payout for 2026 — about a billion more than last year, and the largest three-year increase in the company's history. MassMutual is paying a record $2.9 billion, Guardian $1.7 billion, and New York Life $2.78 billion. Four of the five major mutual carriers raised their dividend interest rate again this year. The easy explanation is the one everyone gives you: rates went up, so dividends went up. It's true, and it's lazy. If that were the whole story, this would be a two-minute episode. So we went digging instead. In this one, we crack open the "general account" — the giant reservoir of patient money that sits behind every whole life policy in the country — and walk through what the investment teams are actually doing with your premium dollars. We cover the reinvestment tailwind (think of inheriting a ladder of your grandmother's CDs, where every maturing low-rate bond gets replaced at today's higher rates — slow, boring, and inevitable), why that same inertia is a feature and not a bug, and where the real yield edge comes from: private placements now approaching half of the industry's bond holdings, and the broader private-credit buildout that's become the story of the decade. We also do the thing most people skip. We make the bear case. Private-credit valuations are model-driven and haven't been stress-tested through a real recession. A handful of large carriers hold most of the exposure. Office commercial real estate is still working itself out. And there's an important line we draw on-air: the PE-owned, annuity-heavy carriers driving most of that growth are not the mutual carriers writing participating whole life — Northwestern, MassMutual, New York Life, Guardian, and Penn are a different animal. And two caveats we'll repeat because they matter: the dividend interest rate is not your policy's return — early years are dominated by acquisition costs, and an in-force illustration is the only honest read on an existing policy. And a good environment doesn't change who whole life is for. It's a stable, tax-advantaged, patient-capital sleeve within a broader plan — not a replacement for growth investing, nor a fix for a poorly designed policy. If that role fits what you're trying to do, the setup right now is about as favorable as it's been in fifteen years. Have an existing policy you're not sure about, or wondering whether whole life fits the job you're trying to fill? We're happy to talk it through — no pitch, just a straight conversation. Send us a message or book a 30-minute call.

The last multifamily cycle exposed some hard truths—and the investors who learn from them will be better positioned for whatever comes next. In this episode, Gary Lipsky breaks down the five biggest underwriting lessons from the recent downturn, explaining why refinancing is a risk, not a strategy, why rent growth can't rescue a weak business plan, and why break-even occupancy, conservative leverage, and healthy reserves matter more than ever. He also challenges the mindset behind "Survive until '25" and "Persist until '26," explores what truly separates great operators from the rest, and shares the critical questions every passive investor should be asking before investing in a deal. If the market is repricing risk, not just real estate, this conversation will help you adapt your investment strategy and position yourself to thrive when the next cycle begins.Key Points From This Episode: Introduction to today's topic of discussion.Why the sayings “Survive until '25” or “Persist until '26” won't do you any good.The true test of an operator.Why not all deals were bad deals.Lesson one: refinancing is a risk, not a strategy.What happens if refinancing is not available?Lesson two: rent growth cannot beat the business plan.An uncomfortable truth from the last cycle.Important questions investors should consider.Lesson three: break-even occupancy matters more than projected returns.Critical questions for investors regarding break-even occupancy.Lesson four: maximum leverage doesn't always maximize returns.Lesson five: reserves are not dead money.What investors should be asking regarding reserves.The biggest lesson we learned from this cycle: the market isn't just repricing real estate, it's repricing risk.The good news after the downturn.The biggest mistakes investors can make today.Where will you be positioned when the storm ends?Links Mentioned in Today's Episode:Asset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

In this inspiring interview, Kimberly speaks with Jon Gordon who shares his personal journey through adversity, the power of positive habits, and practical strategies for living a fulfilled, purpose-driven life. Discover how small daily actions like gratitude walks, self-encouragement, and heart coherence can transform your mindset and overall well-being.Chapters00:00 Jon Gordon's Journey to Positivity02:48 The Power of Gratitude and Walking06:07 The Importance of Self-Talk09:02 Navigating Toxic Positivity11:58 Heart Coherence and Emotional Healing15:04 Creating Personal Boundaries17:57 The Role of Prayer in Daily Life21:02 Overcoming Fear and Building Courage23:56 Empowering Others Through Encouragement26:54 The Impact of Love on Fear29:52 Implementing Positive HabitsSponsors: LMNTOFFER: Right now, for my listeners LMNT is offering a free sample pack with any LMNT drink mix purchase at DrinkLMNT.com/FEELGOOD. That's 8 single serving packets FREE with any LMNT any LMNT drink mix purchase. This deal is only available through my link so. Also try the new LMNT Sparkling — a bold, 16-ounce can of sparkling electrolyte water.USE LINK: DrinkLMNT.com/FEELGOODBIRCH BEDS: OFFER: Go to BirchLiving.com/feelgood for 25% off Luxe Mattresses, 30% off Elite Mattresses and 20% off Site wide.USE LINK: BirchLiving.com/feelgoodJon Gordon Resources: Book: THE POWER OF POSITIVE HABITS: Proven Strategies to Exponentially Grow You Website: jongordon.com Social: Instagram: @jongordon11 Facebook: @jongordon X: @JonGordon11 Bio: Jon Gordon's best-selling books and talks have inspired readers and audiences around the world. His principles have been put to the test by numerous Fortune 500 companies, professional and college sports teams, school districts, hospitals, and non-profits. He is the author of 32 books including 18 best sellers and 5 children's books. His books include the timeless classic The Energy Bus which has sold over 3 million copies, The Carpenter which was a top 5 business book of the year, Training Camp, The Power of Positive Leadership, The Power of a Positive Team, The One Truth and his latest release The 7 Commitments of a Great Team. Jon and his tips have been featured on The Today Show, CNN, CNBC, The Golf Channel, Fox and Friends and in numerous magazines and newspapers. His clients include The Los Angeles Dodgers, In-N-Out Burger, The Los Angeles Rams, Campbell Soup, Dell, Publix, Southwest Airlines, The Chicago Bulls, Miami Heat, Truist Bank, Clemson Football, Northwestern Mutual, Bayer, West Point Academy and more. Jon is a graduate of Cornell University and holds a Masters in Teaching from Emory University. He and his training/consulting company are passionate about developing positive leaders, organizations and teams.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Evan J. Mayer sits down with Tiago Lima, partner at Sovereign Wealth Strategy Group out of Colorado Springs, the first FABA guest who made the leap from the captive insurance world to the independent channel.Tiago Lima's participation in the For Advisors By Advisors podcast is independent of his activity as a financial advisor with Raymond James. 

What if the story investors are reacting to isn't the one the data is actually telling? This episode is a value-packed Town Hall with Dr. Peter Linneman, one of the most respected voices in finance, investing, and real estate. He shares incredible insights on a range of essential topics, including what investors are missing about the US economy, the political and economic factors shaping the market, and where he sees the best opportunities today. We also discuss the surprising strength of the latest jobs report, where interest rates may be headed, the state of commercial real estate, the outlook for multifamily housing, and the risks that could drive a future recession. Dr. Linneman also shares his biggest concerns, what could change his perspective this year, and his number one piece of advice for investors waiting for clarity. Don't miss this deep dive.Key Points From This Episode:Dr. Peter Linneman's background as a leader in finance and investments.What investors miss about the US economy.Predicted drivers of a future recession. How the political landscape is impacting the economy.Why the most recent job report had surprisingly positive results. Where Dr. Linneman predicts interest rates will go in the year to come.The state of commercial real estate. Dr. Linneman's concerns and what would change his perspective this year.The country's education problem and why it is a threat to the economy. Why there is hope for multifamily going forward.Advice for investors who are stuck and waiting for clarity.Links Mentioned in Today's Episode:Dr. Peter Linneman on LinkedIn Linneman Associates Real Estate Finance & Investments: Risks and Opportunities, Second Edition REFAI Certification The Great Age RebootAsset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Today we talked with Socium Advisors founder and CEO Scott Underwood about the moment he decides to either become a real CEO or hire one, then commits to building the leadership skill set. He shares how a planning-first model and serious investment in people help drive growth from roughly $500M to nearly $5B AUM.Key topics discussed in this episode:• Building written comprehensive financial plans so products serve the plan• Creating an organization to deliver high-quality service at scale• Hitting the CEO inflection point and committing to leadership growth• Delegating with clarity so teams get real professional autonomy• Reducing micromanagement to build trust and performanceFollow Elite Achievement for more conversations on leadership and high-level execution. About ScottScott Underwood is the Founder and CEO of Socium Advisors, where he leads with a simple belief: the employee experience drives the client experience. Under his leadership, Socium has grown from an insurance-focused practice into a nationally recognized advisory firm serving individuals, families, and businesses through comprehensive financial planning.Scott began his career with a Northwestern Mutual internship in 1991 and was recognized as a Top 10 Intern for three consecutive years, including one year as the top intern in the company. As the industry evolved, Scott expanded his vision and built a firm centered on partnership, long-term relationships, and exceptional client service.Today, Scott is consistently recognized as one of the top advisors in the country, earning honors such as the Barron's Top 1200 Advisors award and the Forbes Financial Security Award. He also serves on the Forbes Finance Council. Throughout his career, Scott has remained committed to helping clients navigate complex financial decisions while building a culture where both team members and clients can thrive.Connect with ScottLinkedInInstagramWebsiteAbout Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

Liz Ann Sonders, chief investment strategist at Charles Schwab & Co., says that "there is so much short-attention-span money driving the market right now ... looking for the shiny new object," that investors want to diversify throughout artificial intelligence businesses, taking profits  and rebalancing especially when specific stocks go parabolic, to capture profits and avoid some of the volatility being created by enormous expectation levels. Sonders says that an "aggregate recession" remains "a ways away," but she notes that there have been rolling recessions, with services weaking currently, coming off a manufacturing decline earlier in the year. As a result, she suggests considering sectors that could be in line for pullbacks rather than expecting a credit crunch or a mistake by regulators to create a broad-based decline. Justin Baer discusses his new book, "House of Fidelity: The Rise of the Johnson Dynasty and the Company That Changed American Investing," and digs into some of the details that turned the notoriously secretive and private company from a firm for Boston elites into a the investing powerhouse whose accounts and funds touch the lives of one in five American adults. Niki Glen, Northwestern Mutual wealth management advisor discusses the latest data from Northwestern Mutual's 2026 Planning & Progress Study, which showed that true financial independence remains beyond the grasp of many Americans. One in five U.S. adults believes they will never achieve financial independence, which is borne out in survey results showing that more than 40 percent of adults — including a surprisingly high percentage of Baby Boomers, who are all at or beyond retirement age — continue to rely on their parents for financial support. More than half of Millennials (who range between 30 and 45 years old) were still dependent on financial help from their family.

Brent Schutte, chief investment officer at Northwestern Mutual Wealth Management Co., says that the current economic cycle is in "overtime," a point where the stock market gets narrow. As the cycle ends, however, he expects the market to broaden out, which could carry it higher, just driven by small-cap stocks and other industries. As a result, he says investors should stick to their plans and not let their portfolios get too focused on what has worked lately. "This is where, if you are an individual investor, your job is to get from Point A to Point B to Point C in your life. The way that you do that is that you don't concentrate, which can win magnificently and lose magnificently, and if you lose magnificently, you're not going to get back on track." In the "Talking Technicals" interview, Thomas Samuelson, chief investment officer at Vineyard Global Advisors, says the technical underpinnings of the market are solid — though he also took notice of the narrow bands of strength — and sufficient to avoid deterioration into a bear market while the market focuses on the earnings story. "We're pushing $400 a share for earnings next year for the [Standard & Poor's] 500," Samuelson said. "If it trades at 23 times (earnings), you could get up to 9,000. That's 24% higher from here." John Cole Scott, president of CEF Advisors, says that index discounts in municipal bonds and taxable bonds are wide compared to their three-year history, which is creating good opportunities for investors to find closed-end funds trading at wide discounts but supported by improving fundamentals. Scott, who also is chairman of the Active Investment Company Alliance, uses his firm's "trifecta analysis" to select four funds as exemplars of the opportunities available to income investors now.

How can passive investors distinguish trustworthy real estate operators from those who simply know how to market themselves? In this episode of the Real Estate Investor Podcast, host Gary Lipsky sits down with Pat Zingarella, CEO of Invest Clearly, a public directory and review platform for private real estate investments. In their conversation, Pat explains how his experience working for a fraudulent real estate investor showed him the need for greater transparency across the industry. He shares how Invest Clearly verifies that reviewers have invested with the sponsors they evaluate, why communication breakdowns remain the most common investor complaint, and how verified reviews can help responsible GPs stand apart. Gary and Pat also discuss the importance of evaluating the operator before the deal, reporting unsuccessful investments honestly, and the LPs' responsibility to conduct proper due diligence. Tune in to explore the changing capital-raising environment, the growing cost of converting prospective investors, and why more leads cannot replace trust, with Pat Zingarella.Key Points From This Episode:Background about Pat and why he founded Invest Clearly.Learn how verified reviews help strong operators stand out.Discover why communication matters more than a perfect record.Find out what makes Invest Clearly stand out from other companies.Hear how sponsors should address poor-performing deals.Uncover the sponsor red flags investors often overlook.Understand why LPs must take ownership of due diligence.Explore what Pat is planning next for Invest Clearly.Get insights into how transparency fosters trust with investors.Unpack why and how investor conversion has changed.Links Mentioned in Today's Episode:Pat Zingarella on LinkedInPat Zingarella EmailInvest ClearlyAsset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Today we talk through the moment leaders realize something is off on the team and why waiting usually makes the situation worse for everyone. We lay out a practical way to separate performance issues from role design problems so you can hire, coach, or make a change with clarity.Key topics discussed in this episode:• The hidden team cost of delaying tough conversations• Separating performance problems from culture fit issues• Aligning job descriptions with market compensation• Considering fractional help when revenue cannot support senior hires• Keeping the selection process tight and comparing candidates consistentlyFollow Elite Achievement for more conversations on leadership and high-level execution. About ClaireClaire Myers Vitale is the Founder of Claire Myers Consulting, a Sonoma-based talent firm specializing in wealth management and companies that are in hyper-growth mode. Their mission is simple: Connect businesses with top-tier talent through integrity-driven, fair, and innovative recruiting strategies.Claire spent 10 years with Northwestern Mutual in a recruiting and coaching capacity. She rounded out her tenure with the firm sitting on the Executive Team of Northwestern Mutual San Francisco and serving as their Chief Recruiting Officer.She holds an MBA from Alverno College, is a Master Certified Coach, and is certified in Organization Change Management through Prosci. Claire is also recognized in the Kitces Advisor Services Map.Claire is a proud foster parent and lives in Sonoma, CA with her husband Jon, who is a firefighter, their daughter, and three loving dogs. She also owns a Co-working space downtown Sonoma with another business owner - if you are ever in Sonoma, stop by and say hello!Connect with Clairehttps://www.clairemyersconsulting.com/About Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

We discuss what could be next for stocks' record run with Schwab's Kevin Gordon and Northwestern Mutual's Matt Stucky. Plus, star analyst Dan Ives gives his instant reaction to the biggest headlines out of Microsoft's Developer Conference. And, Goldman Sachs' Greg Calnon tells us where he is seeing further upside in the market right now. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Episode 147: This week, Kyle Van Pelt talks with Patrick Kelly, Co-Founder and CEO of Signal Advisors. Patrick started his career as a financial advisor at Northwestern Mutual before becoming an independent advisor. Before Signal, Patrick founded RepPro, the first electronic application platform for fixed and fixed index annuities in the IMO business. Patrick talks with Kyle about the hidden economics behind high-growth advisory firms. He discusses why some of the fastest-growing advisors integrate insurance, annuities, and investment management into a cohesive strategy, and how pairing this with recurring revenue can unlock both growth and enterprise value. Patrick also explores how technology simplifies operations, improves visibility into marketing performance, and ultimately helps advisors make better business decisions and enhance client experiences. In this episode: (00:00) - Intro (02:02) - Patrick's money moment (05:06) - Where Signal Advisors fits in the modern advisor ecosystem  (07:11) - Why insurance technology still lags behind wealthtech (10:52) - The hidden limitations of basic data feeds  (15:12) - Rethinking the commission vs. fee-based debate  (17:10) - The evolution of fee-based annuities and advisor adoption  (19:47) - The real engine behind advisor growth and enterprise value (21:07) - How Signal Advisors survived its early cash flow challenges  (28:25) - Building a tech stack around advisor economics and visibility (34:01) - Why advisors work with so many carriers (36:14) - Patrick's vision for the future of Signal Advisors (40:35) - Why AI should improve experience before efficiency  (43:37) - Patrick's Milemarker Minute Key Takeaways Great advisors solve for human outcomes, not just portfolio performance. Clients are often seeking confidence, stability, income, or peace of mind—not simply maximum returns. The firms growing fastest understand how to align financial solutions with real human concerns. The divide between insurance and investments is disappearing. High-growth advisory firms increasingly integrate annuities, insurance, and investment management into a single client strategy instead of treating them as competing business lines. Enterprise value comes from scalable growth, not just recurring revenue. Predictable revenue matters, but the firms commanding premium valuations are the ones pairing recurring income with strong acquisition systems, marketing visibility, and operational leverage AI's biggest opportunity is improving the client experience. Efficiency matters, but the real long-term advantage comes from creating smoother, faster, and more personalized experiences for both advisors and clients. Efficiency is simply the downstream effect. Quotes "In a world where you don't differentiate on products, where you really differentiate is on your financial planning prowess and how you actually help individuals solve problems in their lives." ~ Patrick Kelly "If you're taking commissions, you're reducing the enterprise value of your business because people who buy businesses want recurring revenue." ~ Patrick Kelly "You shouldn't use AI to create efficiency. You should use AI to create a better user experience. Efficiency is a second-order effect of AI." ~ Patrick Kelly Links  Patrick Kelly on LinkedIn Signal Advisors Northwestern Mutual American Equity DTCC Michael Kitces Empire of the Summer Moon Connect with our hosts Milemarker.co Kyle on LinkedIn Jud on LinkedIn Subscribe and stay in touch Apple Podcasts Spotify YouTube Produce game-changing content with TurncastTurncast helps your company grow by producing top-quality content and fostering transformative conversations. We specialize in content generation, podcasting, digital strategy, and audience growth for fintech and financial services companies. Learn more at Turncast.com.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Brett Chestnut. Managing Director of Northwestern Mutual Goodwin, Wright Gwinnett. The conversation centers on Brett’s mission as a financial leader, his journey from engineering to financial planning, his commitment to mentoring, and his focus on expanding diversity in the financial services industry. Brett describes how he transitioned from engineering in 2015 to financial planning because he wanted to help people regain the ability to dream—not just survive. He discusses his work in recruiting diverse advisors, supporting career‑shifting professionals, mentoring, and educating people on foundational financial decision‑making. The interview also explores money mindsets, budgeting, the challenges of building wealth in communities of color, and the often‑overlooked emotional side of money. Brett emphasizes starting with the basics, not skipping steps (e.g., jumping straight to cryptocurrency), and building strong financial foundations. Rushion repeatedly highlights Brett as a powerful brand and role model, underscoring the importance of Black leadership in financial fields and the role of representation in increasing trust and access. Purpose of the Interview The interview’s purpose is to: 1. Introduce Brett Chestnut as a trusted financial leader Rushion aims to elevate Brett’s visibility as a Black managing director in financial services—an industry where representation has traditionally been limited. 2. Educate listeners on financial empowerment Brett provides practical, relatable guidance on budgeting, investing, career transitions, and developing financial discipline. 3. Highlight Northwestern Mutual’s diversity initiatives Brett explains how the company is intentionally investing in diverse advisors and underserved markets. 4. Inspire career‑based and financial self‑reflection He encourages people to examine their spending habits, consider new career paths, and align decisions with long-term goals. 5. Promote mentorship and community uplift Both Brett and Rushion stress the transformative power of mentorship and generational investment. Key Takeaways 1. Financial empowerment starts with awareness Brett urges everyone to analyze their last 2–3 months of spending to understand what their habits really prioritize. 2. You must “choose your hard” Saving and planning may be difficult now, but the alternative is harder later. Financial success requires discipline, not magic formulas. 3. Wealth building is emotional as much as logical Money connects to family, relationships, self‑worth, stress, and confidence. Advisors must understand clients emotionally, not just mathematically—especially women and diverse communities. 4. Don’t skip steps (especially with investing and crypto) Many want to “get rich fast,” but Brett warns that skipping foundational steps (budgeting, savings, retirement planning) leads to confusion and poor decisions. 5. Mentorship works only with real relationship True mentorship requires understanding someone’s full life story, not just giving advice. 6. Representation matters in financial services Northwestern Mutual is investing heavily in diverse advisors not just for optics, but because entire markets have been historically underserved. 7. Closing the wealth gap requires generational strategy One generation must be willing to be selfless, disciplined, and intentional with assets to move future generations forward. 8. Brett sees his work as multiplying impact By developing new advisors and helping create “15 millionaires,” he hopes to create compounding community uplift. Notable Quotes On financial empowerment “I want people to dream again. We’re not dreaming no more—we’re living because of obligation.” “When we’re born we look like our parents, but when we die, we look like our decisions.” On career purpose “I help people who are successful but career‑disturbed. They want more.” On money habits “Look at your last three months of spending. Your money tells you what your real priorities are.” On investing and crypto “People want to skip steps… going from no savings straight to crypto.” “If you don’t understand it, maybe it’s not time for you to invest in it.” On mentorship “To give someone feedback without relationship is harassment.” “Let me hear your story… mentorship starts with knowing the inner person.” On diversity and empowerment “Their growth strategy is diversity… whole markets haven’t even been called on yet.” On community and identity “We’re special… if we regain that confidence and approach the marketplace with courage, everything changes.” On wealth-building reality “You have to choose your hard. Hard now or hard later.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Brett Chestnut. Managing Director of Northwestern Mutual Goodwin, Wright Gwinnett. The conversation centers on Brett’s mission as a financial leader, his journey from engineering to financial planning, his commitment to mentoring, and his focus on expanding diversity in the financial services industry. Brett describes how he transitioned from engineering in 2015 to financial planning because he wanted to help people regain the ability to dream—not just survive. He discusses his work in recruiting diverse advisors, supporting career‑shifting professionals, mentoring, and educating people on foundational financial decision‑making. The interview also explores money mindsets, budgeting, the challenges of building wealth in communities of color, and the often‑overlooked emotional side of money. Brett emphasizes starting with the basics, not skipping steps (e.g., jumping straight to cryptocurrency), and building strong financial foundations. Rushion repeatedly highlights Brett as a powerful brand and role model, underscoring the importance of Black leadership in financial fields and the role of representation in increasing trust and access. Purpose of the Interview The interview’s purpose is to: 1. Introduce Brett Chestnut as a trusted financial leader Rushion aims to elevate Brett’s visibility as a Black managing director in financial services—an industry where representation has traditionally been limited. 2. Educate listeners on financial empowerment Brett provides practical, relatable guidance on budgeting, investing, career transitions, and developing financial discipline. 3. Highlight Northwestern Mutual’s diversity initiatives Brett explains how the company is intentionally investing in diverse advisors and underserved markets. 4. Inspire career‑based and financial self‑reflection He encourages people to examine their spending habits, consider new career paths, and align decisions with long-term goals. 5. Promote mentorship and community uplift Both Brett and Rushion stress the transformative power of mentorship and generational investment. Key Takeaways 1. Financial empowerment starts with awareness Brett urges everyone to analyze their last 2–3 months of spending to understand what their habits really prioritize. 2. You must “choose your hard” Saving and planning may be difficult now, but the alternative is harder later. Financial success requires discipline, not magic formulas. 3. Wealth building is emotional as much as logical Money connects to family, relationships, self‑worth, stress, and confidence. Advisors must understand clients emotionally, not just mathematically—especially women and diverse communities. 4. Don’t skip steps (especially with investing and crypto) Many want to “get rich fast,” but Brett warns that skipping foundational steps (budgeting, savings, retirement planning) leads to confusion and poor decisions. 5. Mentorship works only with real relationship True mentorship requires understanding someone’s full life story, not just giving advice. 6. Representation matters in financial services Northwestern Mutual is investing heavily in diverse advisors not just for optics, but because entire markets have been historically underserved. 7. Closing the wealth gap requires generational strategy One generation must be willing to be selfless, disciplined, and intentional with assets to move future generations forward. 8. Brett sees his work as multiplying impact By developing new advisors and helping create “15 millionaires,” he hopes to create compounding community uplift. Notable Quotes On financial empowerment “I want people to dream again. We’re not dreaming no more—we’re living because of obligation.” “When we’re born we look like our parents, but when we die, we look like our decisions.” On career purpose “I help people who are successful but career‑disturbed. They want more.” On money habits “Look at your last three months of spending. Your money tells you what your real priorities are.” On investing and crypto “People want to skip steps… going from no savings straight to crypto.” “If you don’t understand it, maybe it’s not time for you to invest in it.” On mentorship “To give someone feedback without relationship is harassment.” “Let me hear your story… mentorship starts with knowing the inner person.” On diversity and empowerment “Their growth strategy is diversity… whole markets haven’t even been called on yet.” On community and identity “We’re special… if we regain that confidence and approach the marketplace with courage, everything changes.” On wealth-building reality “You have to choose your hard. Hard now or hard later.” #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

What does today's economic uncertainty mean for real estate investors trying to make smart decisions? In this episode of the Real Estate Investor Podcast, host Gary Lipsky sits down with J Scott, entrepreneur, investor, advisor, author, and partner at Bar Down Investments, for a timely conversation recorded during the 2026 Virtual Invest Smart Summit. J shares his perspective on the Federal Reserve, inflation, interest rates, lending conditions, and the broader market signals investors should be watching. He explains why mortgage rates do not always move with the Fed rate, how inflation expectations influence borrowing costs, and why he believes investors should prepare for a weaker economy and tighter lending environment. They discuss opportunities across single-family, multifamily, and commercial real estate, as well as the importance of choosing lenders carefully in a changing market. They also explore AI's potential impact on inflation, jobs, education, wages, and long-term real estate values. Tune in to learn why investors should return to fundamentals, build conservative pro formas, secure longer-term debt, and focus on buying right with J Scott.Key Points From This Episode:Hear J's view on Kevin Warsh, Federal Reserve policy, and possible changes to inflation.Explore how inflation projections drive mortgage and other market-based interest rates.Find out why J sees signs of economic softening, tighter lending, and a possible recession.Learn why J believes inflation could still support single-family and residential real estate.Understand why multifamily may be near the bottom after several difficult years.Why he expects mortgage rates to remain in the 6% to 7% range for the next few years.How higher interest rates can create buying opportunities but make selling more difficult.J shares what economic data points he watches most closely as a real estate investor.Advice on using online tools, government reports, and AI to understand market data.Unpack why J thinks AI will be inflationary in the short term and deflationary in the long term.Discover why the fundamentals, conservative underwriting, and longer-term debt are key.Links Mentioned in Today's Episode:J ScottJ Scott on LinkedInJ Scott on LinktreeBar Down InvestmentsBiggerPockets BooksMarketWatchEconomic CalendarInvest Smart SummitAsset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Register for the Athlete Career Experience (ACE):https://forms.gle/xAcaD2qgnkFu6zVVAStudent-athletes… if you're trying to figure out what comes next after sports, this video is for you.The Athlete Career Experience (ACE) is a new opportunity happening at the 2026 Player Development Summit in Detroit in partnership with Northwestern Mutual – Metro Detroit.This is not just a networking event.This is a real hiring and career opportunity designed specifically for student-athletes and recent graduates interested in business, leadership, and financial services.Northwestern Mutual leadership, directors, and talent acquisition staff will all be in the room and conducting interviews during the experience.Athletes selected for ACE will receive:• Professional headshots• Career and leadership development• Networking opportunities• On-site interviews and career conversations• Access to professionals actively looking to hire athletesWHO SHOULD APPLY:• Juniors• Seniors• Recent graduates• Athletes interested in business, leadership, sales, or financial services• Athletes interested in living and working in Detroit

Brendan Ahern, chief investment officer at KraneShares — which manages a number of funds tied to China — says that President Trump's recent trip to China was viewed very differently overseas than it was in America. In China, the trip was viewed very positively for establishing trade boards, improving communications and laying a foundation for future negotiations.  Domestically, however, the view of China has been that a tepid consumer is making the economy struggle, and that's before inflation kicks up globally based on oil prices. Ahearn, who also is the author of China Last Night, says China is prepared for oil and gas shortages, but it is looking at domestic consumption stimulus to help rev up consumers to help drive economic growth and improvement. "It's not all rainbows and unicorns over there, economically," he says, "but it's certainly not the apocalypse you would expect either." One statement in Ahern's Big Interview is that "There's no such thing as China-ex investing," meaning it's hard to buy any funds or ETFs where the holdings truly exclude businesses from China, but Todd Rosenbluth, head of research at VettaFi, actually makes the point that in rare-earth metals, investors may want to take steps to avoid exposure to China. He makes the month-old Sprott Rare Earths Ex-China fund his "ETF of the Week," noting that rare-earth metals are a thematic play akin to buying gold miners, and that the new ETF, by avoiding China, follows a very different path than its longer-established competition. Plus, Chantel Bonneau Stewart, Wealth Management Advisor at WiseFit Wealth Management and Insurance Solutions at Northwestern Mutual discusses the launch of Northwestern Mutual's Personal Prosperity Index, which in its initial reading found that Americans feel good about the health of their relationships, body, mind and money, but they're not feeling nearly so good about the economy and politics.

Peter Tiboris helps us explore the mental shift from being a strong producer to acting like a CEO who builds a scalable advisory firm. Peter shared with us how to dig into hiring ahead of the numbers, staying relentless on prospecting, and using vision and values to grow Park Avenue Capital into a multi-billion-dollar organization.Key topics discussed in this episode:• The difference between a successful advisor and a true entrepreneur• What changes when a practice becomes a firm• Hiring the right person first and solving payroll after• Prospecting as the foundation that supports risk and growth• Growing as a leader by balancing directness with empathyFollow Elite Achievement for more conversations on leadership and high-level execution.About PeterPeter Tiboris began his career with Northwestern Mutual in 2002 and has grown into one of the top advisors and firm leaders in the industry. He is the co-founder of Park Avenue Capital, one of the largest ensembles at Northwestern Mutual, built through both organic growth and strategic succession partnerships.Peter has been recognized as a Barron's Top 1200 Advisor and Forbes Best in State Advisor, and ranks among the top advisors in Northwestern Mutual history for career insurance production. He is known for his long-term vision, relationship-driven growth strategy, and ability to build through people.In this episode, Peter shares his perspective on scaling a firm, reinvesting into growth, building leadership infrastructure, and the mindset required to pursue a bold vision.Connect with PeterWebsiteInstagramFacebookLinkedInAbout Kristin BurkeKristin Burke works with financial advisors and leaders in financial services who are building and scaling firms. She helps them lead more effectively, develop their team, and execute consistently on the priorities that drive growth.Work with KristinIf you are building a firm and want a strategic partner to help you think through leadership, team development, and execution, you can learn more about working with Kristin here:WebsiteConnect on LinkedInLinkedIn

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Brett Chestnut. Managing Director of Northwestern Mutual Goodwin, Wright Gwinnett. The conversation centers on Brett’s mission as a financial leader, his journey from engineering to financial planning, his commitment to mentoring, and his focus on expanding diversity in the financial services industry. Brett describes how he transitioned from engineering in 2015 to financial planning because he wanted to help people regain the ability to dream—not just survive. He discusses his work in recruiting diverse advisors, supporting career‑shifting professionals, mentoring, and educating people on foundational financial decision‑making. The interview also explores money mindsets, budgeting, the challenges of building wealth in communities of color, and the often‑overlooked emotional side of money. Brett emphasizes starting with the basics, not skipping steps (e.g., jumping straight to cryptocurrency), and building strong financial foundations. Rushion repeatedly highlights Brett as a powerful brand and role model, underscoring the importance of Black leadership in financial fields and the role of representation in increasing trust and access. Purpose of the Interview The interview’s purpose is to: 1. Introduce Brett Chestnut as a trusted financial leader Rushion aims to elevate Brett’s visibility as a Black managing director in financial services—an industry where representation has traditionally been limited. 2. Educate listeners on financial empowerment Brett provides practical, relatable guidance on budgeting, investing, career transitions, and developing financial discipline. 3. Highlight Northwestern Mutual’s diversity initiatives Brett explains how the company is intentionally investing in diverse advisors and underserved markets. 4. Inspire career‑based and financial self‑reflection He encourages people to examine their spending habits, consider new career paths, and align decisions with long-term goals. 5. Promote mentorship and community uplift Both Brett and Rushion stress the transformative power of mentorship and generational investment. Key Takeaways 1. Financial empowerment starts with awareness Brett urges everyone to analyze their last 2–3 months of spending to understand what their habits really prioritize. 2. You must “choose your hard” Saving and planning may be difficult now, but the alternative is harder later. Financial success requires discipline, not magic formulas. 3. Wealth building is emotional as much as logical Money connects to family, relationships, self‑worth, stress, and confidence. Advisors must understand clients emotionally, not just mathematically—especially women and diverse communities. 4. Don’t skip steps (especially with investing and crypto) Many want to “get rich fast,” but Brett warns that skipping foundational steps (budgeting, savings, retirement planning) leads to confusion and poor decisions. 5. Mentorship works only with real relationship True mentorship requires understanding someone’s full life story, not just giving advice. 6. Representation matters in financial services Northwestern Mutual is investing heavily in diverse advisors not just for optics, but because entire markets have been historically underserved. 7. Closing the wealth gap requires generational strategy One generation must be willing to be selfless, disciplined, and intentional with assets to move future generations forward. 8. Brett sees his work as multiplying impact By developing new advisors and helping create “15 millionaires,” he hopes to create compounding community uplift. Notable Quotes On financial empowerment “I want people to dream again. We’re not dreaming no more—we’re living because of obligation.” “When we’re born we look like our parents, but when we die, we look like our decisions.” On career purpose “I help people who are successful but career‑disturbed. They want more.” On money habits “Look at your last three months of spending. Your money tells you what your real priorities are.” On investing and crypto “People want to skip steps… going from no savings straight to crypto.” “If you don’t understand it, maybe it’s not time for you to invest in it.” On mentorship “To give someone feedback without relationship is harassment.” “Let me hear your story… mentorship starts with knowing the inner person.” On diversity and empowerment “Their growth strategy is diversity… whole markets haven’t even been called on yet.” On community and identity “We’re special… if we regain that confidence and approach the marketplace with courage, everything changes.” On wealth-building reality “You have to choose your hard. Hard now or hard later.” #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

How can investors make smarter decisions in a market that looks very different from just a few years ago? In this solo episode of the Real Estate Investor Podcast, host Gary Lipsky shares key takeaways from the Invest Smart Summit and breaks down Break of Day Capital's recent closing of Icon on Broadway. Gary begins by explaining why today's market should be viewed as a reset rather than a collapse, why investors need to understand individual markets, and why staying on the sidelines too long can become its own risk. He breaks down important considerations around tax planning, investment strategy development, interest rates, inflation, and AI. Gary also walks listeners through the Icon on Broadway deal, how the team evaluated the asset, and what they aim to achieve with the new business plan. Tune in to hear how disciplined investing and market knowledge can help investors navigate uncertainty and identify opportunities that are built on fundamentals, not speculation.Key Points From This Episode:Why the summit focused on investing, taxes, wellness, and market insights.Learn why today's market is going through a reset rather than a collapse.Understand why real estate investors need to evaluate markets individually.Hear why it is critical to follow the fundamentals and not the headlines.Discover why your tax strategy should be planned before investing.Insights into how higher rates affected different real estate asset classes.Explore why a clear investing approach helps avoid reacting to every deal.Find out how the Federal Reserve influences rates and market expectations.Gary details the Icon on Broadway deal and why it was compelling. The power of scale and how Break of Day Capital mitigates risk.Links Mentioned in Today's Episode:The Invest Smart SummitKathy FettkeDean Indot on LinkedInBronson Hill on LinkedInRyan KennedyAmanda HanMatt MacFarland on LinkedInMatt King on LinkedInAsset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

A few weeks ago, Barry-Wehmiller's Chief People Officer, Rhonda Spencer spoke at the 2026 i4CP Next Practices Now Conference. Rhonda was a featured speaker, sharing our message of Truly Human Leadership alongside CEOs and other Chief People Officers from companies such as John Deere, Dick's Sporting Goods, Lumen, Northwestern Mutual, Accenture, Microsoft, FedEx and many more. Originally, Barry-Wehmiller's Chairman, Bob Chapman was supposed to be part of the presentation alongside Rhonda, but he passed away a week before the conference. However, Rhonda was able to incorporate Bob's thoughts through a series of video clips. As you've heard on episodes in the past, Rhonda was one of the architects of our culture at Barry-Wehmiller and as you'll hear her tell, she was often charged with implementing and putting structure around Bob's ideas. Rhonda offers an interesting, insightful and candid perspective for anyone who wants to understand more about Barry-Wehmiller's cultural journey. One that we're still on, every day, one step at a time.

Matt Stucky, chief portfolio manager for equities at Northwestern Mutual Wealth Management, says in the Market Call that scary headlines over higher gas prices, inflation and war haven't created a significant headwind to overcome the solid earnings growth picture. Stucky adds that beyond the earnings results, the economy is benefitting from tax and tariff reductions that are helping to balance out the new concerns; he discusses how a broader growth picture is good for small and mid-cap stocks, why he thinks the financial-services sector was oversold and more. Jeff Corliss, managing director at HighTower Signature Wealth, discusses the behavioral traps and pitfalls that stop well-meaning investors with solid financial plans from achieving their real goals, noting that it's the details more than the markets that derails retirement savings before all of a plan's aims are met. John Cole Scott, president of CEF Advisors and the chairman of the Active Investment Company Alliance, recounts the legacy and the lasting investment legacy of Dr. Mark Mobius, widely considered the father of modern emerging-markets investing. Mobius, who passed away on April 15, was a contemporary and colleague of Sir John Templeton, and spent decades seeking out investments in the farthest reaches of the world; Scott looks at some of the wisdom collected in years of interviews done with George Cole Scott, the founder of The Closed-End Fund Letter.  

How do family offices think about real estate, relationships, and market timing when the rest of the market is still waiting for certainty? In this episode of the Real Estate Investor Podcast, host Gary Lipsky sits down with DJ Van Keuren to unpack how family offices really approach real estate investing. DJ is s a Harvard-trained strategist, the Co-Founder of Evergreen Property Partners, President of the Harvard Real Estate Alumni Association, and Founder of the Family Office Real Estate (FORE) Institute. He has held senior real estate positions at several prominent family offices where his work has focused on helping families invest in real estate. In this conversation, DJ explains what a family office actually is, how single-family and multifamily offices differ, and why real estate remains such a meaningful part of many family office portfolios. He discusses why family offices are paying attention to the current market reset, how they are preparing to deploy capital, and why multifamily remains one of their preferred asset classes. DJ also shares advice for operators who want to build relationships with family offices and uncovers why leading with a deal is usually the wrong approach. Tune in to learn why patience matters, why communication becomes even more important when things do not go perfectly, and how family offices think, invest, and build generational wealth through real estate with DJ Van Keuren.Key Points From This Episode:DJ's background in family office real estate and how he got into the space.He explains the definition of a family office and how many offices exist in the US. Learn why DJ uses USD 250 million as a key threshold for a single-family office.Why family offices typically allocate around 24.5% of their portfolios to real estate.Get an overview of the investment and tax benefits of family real estate.Hear why DJ thinks the next 18 months could create major opportunities for investors.Understand the difference between retail investors and experienced investors.The 18.6-year real estate cycle and why downturns can be strong buying periods.Find out how much work happens behind the scenes in real estate investing.Uncover where family offices are focusing their attention in the current market.Discover why and when operators should build relationships with family offices.Advice for attracting family office capital and quality investors.Links Mentioned in Today's Episode:DJ Van KeurenDJ Van Keuren EmailDJ Van Keuren on LinkedInEvergreen Property PartnersFamily Office Real Estate (FORE) InstituteThe Harvard Real Estate Alumni Organization (HREAO)Asset Management Mastery Facebook Group Invest SmartBreak of Day Capital Break of Day Capital InstagramBreak of Day Capital YouTubeGary Lipsky on LinkedIn

Jeff Mains sits down with Jim Effner, founder of P2P Group and a 36-year veteran of Northwestern Mutual, where he grew a firm from 63 to 127 financial advisors and nearly 400 total staff before selling and launching his own boutique sales training company. Jim breaks down what truly separates elite sales performers from everyone else — and it's not the strategy. It's mindset, belief system, and the willingness to do uncomfortable work consistently. Jim shares hard-won lessons on scaling a team, why he walked away from seven-figure job offers to build something from scratch, and why "scripting" is a dirty word but "language mastery" is everything. Whether you're a SaaS founder leading sales or a sales pro trying to move from good to great, this episode delivers a no-excuses blueprint for predictable, high-performance results.Key Takeaways4:51 — **Why Jim chose to teach sales:** There's almost no elite-level coaching taught by people who have actually done it at the highest level. Jim saw a unique gap and the credibility to fill it.6:20 — **Leadership mindset shift:** What it takes to go from managing a small team to leading 400 people — and why trust in your direct reports becomes your most critical asset.7:22 — **You need a team:** As a firm scales, the CEO can no longer control everything. The right people around you are everything — learning to let go is non-negotiable.10:11 — **Only do what you love:** Jim walked away from seven-figure corporate offers to build a small, focused company doing exactly what he's gifted at — a lesson in radical specialization.12:43 — **What separates elite performers:** Desire, expectations, and willingness to connect the dots. You can't want it more for them than they want it for themselves.14:41 — **The men's fitness magazine test:** Jim's famous interview technique — everyone says they want a million dollars, but almost nobody is willing to pay the price to get there.16:28 — **Belief systemstrategy: Belief is the foundation. Great systems with a broken mindset will fail. A powerful belief system can compensate for an imperfect strategy.17:33 — **The internal gap:** Most high-potential performers are held back by subconscious self-defeating thinking rooted in fear — not lack of skill.20:47 — **Entrepreneurs are wired differently:** Jim turned down multiple seven-figure opportunities to build from scratch — not because he wasn't scared, but because quitting was never on the table.24:59 — **Nobody knows who you are (yet):** Jim was a legend inside Northwestern Mutual. Outside of it, nobody cared. Building credibility in a new market takes years — plan for it.27:01 — **Language mastery vs. scripting:** Mastering your language doesn't make you a robot — it frees up mental bandwidth so your body language, tone, and presence can do the real selling.33:01 — **Hiring sales talent:** Past performance is the best predictor. If someone hasn't been a top performer after multiple sales jobs, don't bet on training fixing it.37:47 — **What makes businesses succeed:** Desire, self-awareness, and refusing to quit short of the vision. The people who finish the marathon decided they were finishing it before they started.41:28 — **You're never fully prepared for the top seat:** Every leader who steps up says "there was no manual for this." You prepare as much as you can, then you learn as you go.Tweetable Quotes"I can take somebody that's good and turn 'em into great, but I can't take somebody that's mediocre and do anything with them." — Jim Effner"Everybody says yes to making a million dollars. Very few people are willing to pay the price to actually get there." — Jim Effner"If you had a great belief system but a bad strategy, you could get away with it. If you had great strategy but a bad belief system, you're screwed." — Jim Effner"When you wing it, you're dependent on bringing your A game — and we don't get out of bed with our A-plus game every day." — Jim Effner"Outside Northwestern Mutual, nobody knows who Jim Effner is. Nobody cares. You have to earn it. That was a big awakening." — Jim Effner"I don't want people to think I'm superhuman. I have moments where I'm in a funk. But quitting? Throwing in the towel? Never." — Jim Effner"It's not scripting — it's language. And language has to be real, authentic, and meaningful. You have to believe it." — Jim Effner"You can never be fully prepared to sit in that seat. Once the buck stops with you, you learn as you go." — Jim EffnerSaaS Leadership Lessons1. Scale requires letting go of control. Jim grew his firm from ~200 to 400 people by building a leadership layer he trusted completely. At that size, you can't double-check everything. Founders who can't delegate will become the ceiling of their own company.2. Specialize ruthlessly — then dominate. Jim walked away from multi-million-dollar job offers to build a small, highly focused training company doing only what he does best. The lesson: stop chasing broad opportunities. Go narrow, go deep, go legendary.3. Belief system is the infrastructure — strategy is the software. Most SaaS founders invest in strategy, tools, and playbooks. Jim argues that without a strong belief foundation, all of that falls apart under pressure. Investing in mindset isn't soft — it's structural.4. Consistent language creates consistent results. SaaS teams that wing their messaging, demos, and sales conversations get inconsistent outcomes. Building language systems — repeatable, authentic, practiced — is what converts potential into predictable revenue.5. Past performance is your best hiring signal. 70% of sales reps don't hit quota — and none of them say so on their resume. Jim's filter: don't hire someone over 30 for a sales role unless they've been in the top 5–10% at previous jobs. Good interviewers ask situational questions that can't be faked.6. Building brand from scratch takes longer than you think. Jim was famous inside his company. Outside it, he was nobody. SaaS founders who launch assuming reputation will transfer are in for a rude awakening. Budget years — not months — for market credibility to build.Guest ResourcesMEDIA KIT HERE: https://docs.google.com/document/d/1XjWBx1s6c_f80IAu1_rG92WELosHHNxOyeiEN9LDhuw/edit?tab=t.0Episode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group – https://championleadership.com/SaaS Fuel ResourcesWebsite - https://championleadership.com/Jeff Mains on LinkedIn - https://www.linkedin.com/in/jeffkmains/Twitter - https://twitter.com/jeffkmainsFacebook - https://www.facebook.com/thesaasguy/Instagram - https://instagram.com/jeffkmains

After years of declining dividend rates during the low-interest-rate era, every major mutual life insurance company in our latest analysis is trending upward. This is the first update to our flagship whole life dividend analysis since 2020, and the shift is hard to miss. We walk through 10 years of dividend interest rate data for Guardian, MassMutual, Northwestern Mutual, New York Life, Penn Mutual, and Lafayette Life. You'll hear why you can't directly compare one company's rate to another's, and why the intra-company trend is what actually matters. We talk through what's driving the recovery, including the higher interest rate environment that's letting insurers reinvest at meaningfully better yields. You'll also hear which carriers are recovering fastest, which are lagging, and where the warning signs would appear if a company's next announcement fell outside its normal range. A few things we cover along the way: why standard deviation tells a different story than average change, why Penn Mutual's famous flat streak ended the way it did, and why Lafayette Life's recent acceleration puts them in a category of their own. Just remember, dividend performance is one data point among several. Product design, policy structure, and how the contract is used matter just as much, and often more, for cash value outcomes. ______________________________________ If you want to talk through how any of this applies to a specific situation, you can schedule a call or if you prefer to write us first, just click right here.  

Joseph Shaposhnik, founder/chief executive officer of Rainwater Equity — manager of the Rainwater ETF, which focuses on buying into recurring revenue models at reasonable prices — says that the software industry "is embroiled into a controversy that is very difficult to dispute until we have [multiple] quarters of these businesses putting up very, very strong results." But because he expects those results from software firms, he thinks the market has beaten up software stocks as if they are all going to fail, making them bargain priced now with a potential rebound in sight. Shaposhnik talks about how recurring-revenue stories lead to more predictable results, which should give investors some comfort against uncertain times. With the average price on a new car now hovering near $50,000 at a time when Americans are being squeezed by higher prices at the gas pump, Robert Steenburgh, chief executive officer at AutoPayPlus talks about how consumers should be dealing with the challenges of financing a car, particularly at a time when the average monthly payment is now $735 — and more than $1,000 for 20 percent of new-car buyers — with teh average loan term now stretched to 84 months. Another way that consumers are finding their finances stretched is in home buying, and Ted Shanahan, chairman of Blueprint Financial Group, discusses the latest data from Northwestern Mutual's 2026 Planning & Progress study, which showed that parents now play a bigger role in helping children buy homes, and say that providing that assistance is as or more important than paying for college. Plus, Chuck answers a listener's question about closed-end fund discounts, how they put stocks on sale and why discounts are appealing even when their benefits aren't readily evident when researching a fund or holding it in a portfolio.

Tim Gerend is the CEO of Northwestern Mutual, one of America's largest financial services companies, with more than $38 billion in annual revenue. Tim joins Adam to share his journey and his best lessons and advice. Tim and Adam discuss a wide range of topics: leadership, career success, communication and persuasion, decision making, hiring, trust, and much more.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Brett Chestnut. Managing Director of Northwestern Mutual Goodwin, Wright Gwinnett. The conversation centers on Brett’s mission as a financial leader, his journey from engineering to financial planning, his commitment to mentoring, and his focus on expanding diversity in the financial services industry. Brett describes how he transitioned from engineering in 2015 to financial planning because he wanted to help people regain the ability to dream—not just survive. He discusses his work in recruiting diverse advisors, supporting career‑shifting professionals, mentoring, and educating people on foundational financial decision‑making. The interview also explores money mindsets, budgeting, the challenges of building wealth in communities of color, and the often‑overlooked emotional side of money. Brett emphasizes starting with the basics, not skipping steps (e.g., jumping straight to cryptocurrency), and building strong financial foundations. Rushion repeatedly highlights Brett as a powerful brand and role model, underscoring the importance of Black leadership in financial fields and the role of representation in increasing trust and access. Purpose of the Interview The interview’s purpose is to: 1. Introduce Brett Chestnut as a trusted financial leader Rushion aims to elevate Brett’s visibility as a Black managing director in financial services—an industry where representation has traditionally been limited. 2. Educate listeners on financial empowerment Brett provides practical, relatable guidance on budgeting, investing, career transitions, and developing financial discipline. 3. Highlight Northwestern Mutual’s diversity initiatives Brett explains how the company is intentionally investing in diverse advisors and underserved markets. 4. Inspire career‑based and financial self‑reflection He encourages people to examine their spending habits, consider new career paths, and align decisions with long-term goals. 5. Promote mentorship and community uplift Both Brett and Rushion stress the transformative power of mentorship and generational investment. Key Takeaways 1. Financial empowerment starts with awareness Brett urges everyone to analyze their last 2–3 months of spending to understand what their habits really prioritize. 2. You must “choose your hard” Saving and planning may be difficult now, but the alternative is harder later. Financial success requires discipline, not magic formulas. 3. Wealth building is emotional as much as logical Money connects to family, relationships, self‑worth, stress, and confidence. Advisors must understand clients emotionally, not just mathematically—especially women and diverse communities. 4. Don’t skip steps (especially with investing and crypto) Many want to “get rich fast,” but Brett warns that skipping foundational steps (budgeting, savings, retirement planning) leads to confusion and poor decisions. 5. Mentorship works only with real relationship True mentorship requires understanding someone’s full life story, not just giving advice. 6. Representation matters in financial services Northwestern Mutual is investing heavily in diverse advisors not just for optics, but because entire markets have been historically underserved. 7. Closing the wealth gap requires generational strategy One generation must be willing to be selfless, disciplined, and intentional with assets to move future generations forward. 8. Brett sees his work as multiplying impact By developing new advisors and helping create “15 millionaires,” he hopes to create compounding community uplift. Notable Quotes On financial empowerment “I want people to dream again. We’re not dreaming no more—we’re living because of obligation.” “When we’re born we look like our parents, but when we die, we look like our decisions.” On career purpose “I help people who are successful but career‑disturbed. They want more.” On money habits “Look at your last three months of spending. Your money tells you what your real priorities are.” On investing and crypto “People want to skip steps… going from no savings straight to crypto.” “If you don’t understand it, maybe it’s not time for you to invest in it.” On mentorship “To give someone feedback without relationship is harassment.” “Let me hear your story… mentorship starts with knowing the inner person.” On diversity and empowerment “Their growth strategy is diversity… whole markets haven’t even been called on yet.” On community and identity “We’re special… if we regain that confidence and approach the marketplace with courage, everything changes.” On wealth-building reality “You have to choose your hard. Hard now or hard later.” #SHMS #STRAW #BESTSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Questions? Comments?The idea of a universal “retirement number” gets dismantled as misleading and overly simplistic, with Don and Tom arguing that retirement planning is deeply personal and depends on spending, income sources, and lifestyle. They walk through a practical way to calculate your own number—starting with real spending, subtracting Social Security and any pension, and determining what your portfolio must generate—while warning against blind reliance on rules like the $1 million target or aggressive withdrawal rates. The episode also tackles listener questions on ETF expense differences, early retirement withdrawal rules, and a real-world case involving retirement income and long-term care planning, emphasizing conservative strategies and the importance of housing equity in later-life care decisions.0:04 The myth of “your retirement number”0:28 Why $1 million became the default—and why it's wrong2:17 Inflation and the erosion of the “millionaire” benchmark2:39 The only correct answer: “it depends”3:17 The 4% rule origin and its limitations4:04 How to actually calculate your retirement number4:55 Northwestern Mutual's $1.26M average—and cost skepticism6:11 Reality check: most retirees don't have pensions6:46 The real starting point—what you actually spend8:11 Reverse engineering your withdrawal needs8:31 Why 6%+ withdrawal rates are dangerous9:10 The truth about “safe” withdrawal rates10:12 The importance of saving 15–20% early10:41 New website podcast player and listener access12:49 ETF expense differences: VBR vs VSIAX discussion16:03 Rule of 55 vs. substantially equal payments17:24 Listener case: $72K IRA and long-term care planning18:35 Why $72K won't cover care—housing becomes the asset19:34 Conservative investing for near-term care needs20:45 Reverse mortgage as a care funding strategy22:23 Upcoming change: live listener calls on Fridays23:52 Free portfolio review offer (fiduciary advisors)24:51 Joke math on annuity commissions25:47 Closing thoughts and transition to podcast-only futurLearn more about your ad choices. Visit megaphone.fm/adchoices

The idea of a universal “retirement number” gets dismantled as misleading and overly simplistic, with Don and Tom arguing that retirement planning is deeply personal and depends on spending, income sources, and lifestyle. They walk through a practical way to calculate your own number—starting with real spending, subtracting Social Security and any pension, and determining what your portfolio must generate—while warning against blind reliance on rules like the $1 million target or aggressive withdrawal rates. The episode also tackles listener questions on ETF expense differences, early retirement withdrawal rules, and a real-world case involving retirement income and long-term care planning, emphasizing conservative strategies and the importance of housing equity in later-life care decisions. 0:04 The myth of “your retirement number” 0:28 Why $1 million became the default—and why it's wrong 2:17 Inflation and the erosion of the “millionaire” benchmark 2:39 The only correct answer: “it depends” 3:17 The 4% rule origin and its limitations 4:04 How to actually calculate your retirement number 4:55 Northwestern Mutual's $1.26M average—and cost skepticism 6:11 Reality check: most retirees don't have pensions 6:46 The real starting point—what you actually spend 8:11 Reverse engineering your withdrawal needs 8:31 Why 6%+ withdrawal rates are dangerous 9:10 The truth about “safe” withdrawal rates 10:12 The importance of saving 15–20% early 10:41 New website podcast player and listener access 12:49 ETF expense differences: VBR vs VSIAX discussion 16:03 Rule of 55 vs. substantially equal payments 17:24 Listener case: $72K IRA and long-term care planning 18:35 Why $72K won't cover care—housing becomes the asset 19:34 Conservative investing for near-term care needs 20:45 Reverse mortgage as a care funding strategy 22:23 Upcoming change: live listener calls on Fridays 23:52 Free portfolio review offer (fiduciary advisors) 24:51 Joke math on annuity commissions 25:47 Closing thoughts and transition to podcast-only futur Learn more about your ad choices. Visit megaphone.fm/adchoices

Grit isn't a personality trait — it's something you can build. In this episode, leadership expert Lara "LJ" Johnson breaks down how the "born with it or not" myth holds people back and what grit actually looks like in real life. You'll learn why the "muscle through" mentality fails most teams, why most people stay trapped in negative thought loops, and the tools that helped Lara survive life's toughest moments. Topics discussed: Introduction (00:00) From homelessness to rebuilding her life in the U.S. (01:35) Belief as the difference between quitting and finding a solution (07:37) The tragedy that inspired the Global Grit System (10:32) How the 54321 grounding technique saved her life (13:42) The aftermath: why she wrote

Keith breaks down where the U.S. housing market appears to be headed and which regions and states are quietly winning or losing in the population shuffle since 2020—and what that could mean for real estate investors.  You'll also hear about an intriguing cash-flow play in single-family rentals in select Southern markets. Then, Keith is joined by financial strategist and comedian Garrett Gunderson, who challenges the usual "scrimp and save" advice. Together, they explore how to build real wealth without sacrificing your life today, how high-net-worth individuals often get money wrong, and a different way to think about financial independence, freedom, and investing in yourself. Resources: Get Garrett Gunderson's Killing Sacred Cows audiobook free: DM @GarrettBGunderson on Instagram with the words "Keith Cows." Episode Page: GetRichEducation.com/595 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  1-937-795-8989 to speak with a freedom coach Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:01   Keith, welcome to GRE. I'm your host. Keith Weinhold, is the future direction of the housing market trending up or trending down? Which states have seen the most population growth? Then powerful wealth mindset tactics with a financial comedian today on get rich education   Speaker 1  0:20   since 2014 the powerful get rich education podcast has created more passive income for people than nearly any other show in the world. This show teaches you how to earn strong returns from passive real estate investing in the best markets without losing your time being a flipper or landlord. Show Host Keith Weinhold writes for both Forbes and Rich Dad advisors, and delivers a new show every week since 2014 there's been millions of listener downloads and 188 world nations. He has a list show guests and keep top selling personal finance author Robert Kiyosaki, get rich education can be heard on every podcast platform, plus it has its own dedicated Apple and Android listener phone apps build wealth on the go with the get rich education podcast. Sign up now for the get rich education podcast or visit get rich education.com   Keith Weinhold  1:04   the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage. Start your prequel and even chat with President chailey Ridge personally. While it's on your mind, start at Ridge lending group.com that's Ridge lending group.com   Speaker 2  1:38   You're listening to the show that has created more financial freedom than nearly any show in the world. This is get rich education.   Keith Weinhold  1:54   Welcome to GRE from Mount Rainier to Mount Rushmore and across 188 nations worldwide. I'm Keith Weinhold, and this is get rich education. I am not a Lambo driving influencer that will take any brand deal just to shill a gambling platform instead. Our core strategy at GRE is aging. Well, I've spoken with a lot of LP investors with capital calls and deals that lost all their money. Well, we approach wealth building with discipline and consistency. It doesn't sound dazzling, but it really shines when things go wrong elsewhere, because at least for the core of our portfolios, we get long term fixed rate debt for income property get paid five ways and win the inflation triple crown, and we do it all with a high degree of passivity. Right before I took the mic today, I got a two sentence email from a property manager that said an air conditioning unit's air handler board had to be replaced for $420 I don't even know what an air handler board really is. Now, the manager sent some photos in a written estimate. I quickly checked chat GPT, and I saw that the price was about right, and replied to my manager to go ahead and have that done. That's it an example of relative passivity. US residential real estate has nominally appreciated over every single 10 year period in modern history, despite some occasional short term downturns, even those are not common. Well, we recently had a guest mention that it's 20 years at the longest like 20 years or less is the period of time between which real estate never goes down. He was right. But you actually can't find any 10 year period where home values fell. What about the 2008 global financial crisis, I think that's the first place that the mind goes. Well back then, home values bottomed out at 208k in 2009 before they started growing again. And 10 years before that, the median price it was 157k in 1999 so even when home values hit their GFC low at that point, they were still up 32% from the previous 10 years. So you can confidently say then that over any 10 year period, home prices are up nationally. Now, how about the future? Well, for the future, there is more evidence of rising home prices. Building permits for new homes have fallen to their lowest level since 2019 that's according to the census bureau. So fewer single family homes are being built. Now we plan to discuss that more on. Next week show when we dive deep on does America really have a housing shortage? But this week, more reasons for future home price bullishness is that the labor market now, it's not doing that great. It sure isn't white hot, but unemployment, which was already low, that recently dropped a touch lower to just 4.3% inflation has fallen to 2.4% and wages are rising faster than that. In fact, our own Fed Chair recently remarked at how he's surprised at the strength of the economy. The property market analytics firm kotality, they now expect home prices to appreciate another four and a half percent this year. They and other firms continue to believe that the Midwest will be the hottest area of home price growth even more than that four and a half percent in that region. That is because not only is the Midwest underbuilt, it's that the prices are so affordable that it's attracting young people. The other factor is that mortgage rates recently dipped just below six into the high fives again, and that can release this pent up housing demand, and think about where we've come from. In late 2023 mortgage rates were about 8% and now lower mortgage rates also reduce the lock in effect, so it can create both more sellers and more buyers. The thing to remember is that 70% to 80% of home sellers are also home buyers because they've got to live somewhere. And first time homebuyers, of course, they buy only, they don't sell anything. In fact, former GRE guest in housing wire lead analyst Logan modeshami and Barry Habib were just positing on this at housing wire's latest summit on how the volume of home sales has been depressed for so long that lower rates could very well trigger a rush of buyers, these kind of people that have been delaying purchasing for years, this pent up housing demand being released if indeed rates go lower. People think they know the future, but we don't really know that that's going to happen for sure. But a lot of optimism about this phase of the housing market supported by not great, but decent economic conditions. Of course, that new housing demand is going to manifest unevenly across the nation. So let's talk about the places that have seen the most population growth from 2020 to today, basically the states that support that housing demand. Well, between 2020 and today, the US has grown by about 10 million people. That's over 3% nearly every state grew. But the bigger story is where that growth is happening. And really, here's the jaw dropper as a region, the South, gained more people than all of the other regions combined, about 7.6 million new residents in the south since 2020 the South's population is up 6% the West's almost 2% the Midwest population is up more than 1% and The Northeast up seven tenths of 1% again, this is not per year. This is total population growth from 2020 to today, Florida and Texas, they led the nation among the big states, both up almost 9% sprinting like they just found out that income tax is optional. The Carolinas in Tennessee are big southern growers too. People clearly keep moving toward warmer weather, a lower cost of living, lower taxes and job markets. Nothing new there. California in New York are the biggest losers in absolute numbers, California losing half of 1% of population in New York, a full 1% people keep moving away from these traditionally expensive, high tax coastal states like a buffet when the crab legs run out, people just getting up and leaving. That's not any sort of news story there, either. These trends help cash flow residential real estate investors like us, because the south aligns with that favorable landlord tenant law and those high ratios of rent income to purchase price. Luckily for us, that's where people are moving too. The Midwest has those phenomena as well, although their growth has been slower.    Keith Weinhold  9:39   Now a few Midwest highlights for you. Since 2020 the population of Indiana is up 2.8% quietly benefiting from Illinois. Escape Velocity, Missouri up almost 2% and that's growing mostly in Kansas City and St Louis suburbs. Ohio at almost 1% that's pretty modest growth overall, but Columbus up 5% that is flexing like it just landed a semiconductor plant there in Columbus, the intermountain west has bicep bulging growth, but it rarely works for us, because rents are only a little higher, but property prices are way higher. Yes, those pretty Rocky Mountain states, great Instagram, tough cash flow now Louisiana, it is a state that confounds people. It's a warm place, and it has a low cost of living, you would think Louisiana would be attracting people in droves for those reasons. Well, then why is its population following Louisiana down nine tenths of 1% since 2020 Well, you've got bleak job prospects that make Louisianans leave its tax competitiveness ranks 31st property insurance costs are high thanks to environmental risk. Louisiana has more swamps than beaches. Even the NFL saints were six and 11, and if they had made the playoffs, that wouldn't have made people move back. And hey, no personal shade here, I enjoy going to the New Orleans investment conference in Cajun culture, in Airboat Tours through the alligator filled Bayou, fun stuff, but for income producing property, you got to seek out different characteristics than just vacation Glee or how Good the gumbo tastes keep emotion separate from investing, Hawaii is America's biggest percentage loser. Its population is down one and a half percent since 2020 its cost of living is stratospherically high, with a median home value of just a little over a million dollars. That results in net outmigration to the mainland parts of the Aloha state now experience natural decrease. That means that deaths exceed births. Natural decrease. That's mostly a phenomenon on the Big Island. That's not where Honolulu is. That's where you have Kona and Hilo when young people can't afford to stay demographic gravity kicks in population loss. Hawaii is also highly dependent on tourism, meaning more volatility in recessions. It has contractor availability issues and higher repair costs, partly due to shipping materials to the remote islands. What about the upsides of Hawaiian real estate? Well, you're just going to have this inherent, strong, long term land scarcity and lifestyle desirability overall. Hawaii isn't bad. It's just hard. And I like Hawaii as a place to vacation, so the best times in my life were in Hawaii. Now, with all this said, These are broad generalities about states which are big places themselves right now. There are certainly Missouri real estate investors listening to me that are actually losing, and Hawaii real estate investors that are winning, and even cash flow positive. I'm talking general trends here, and this is with respect to long term rentals, not short term rentals. If your rent to price ratio is as low as point three or point four, like it often is near the coasts, well then you are speculating on appreciation. That's what that means. All 50 states have opportunity. All 50 states have no go zones. People keep moving south. That's a trend that the pandemic accelerated six years ago. More opportunity is concentrated there. That's got nothing to do with vacation excitement. That is population math, and I'm talking about swimming with the tide here in our Don't quit your Daydream newsletter I recently sent you that colorful population change map that I was describing some of there. More recently, I also emailed you that great and rare map of landlord friendly versus tenant friendly states mapped out and a lot of other great stuff.    Keith Weinhold  14:17   Before we bring in our firebrand guest, Garrett Gunderson, I just learned about a really strong opportunity for a provider of single family rentals and duplexes in Memphis and Little Rock. They're providing a locked in 5% interest rate and 5% property management for five years. Yeah, that's not a throwback to 2020 it's what mid south homebuyers calls their triple five program. They are the oldest and most trusted, maybe turnkey investment provider in the country, operating since 2002 and what they do is they offer these fully renovated, occupied rental properties in Memphis and Little Rock, two of the strongest cash flow markets in the South. With financing and management and rates that make the math work like it hasn't in years. So again, 5% interest, 5% property management fees for a full five years. You know those markets, they already had these investor advantage numbers with rent to price ratios mere point eight in Memphis and Little Rock. But yeah, that low 5% mortgage rate, even for renovated properties, not just new build. That's the kind of spread that turns a good deal into a great one. So to give you an idea, if you get a 30 year fixed rate mortgage loan amount of 125k with a 7% mortgage rate, your principal and interest payment is 832, at a 5% rate, it's just 671, so that's $160 more cash flow right there, and it's made a tad sweetener than that with just a 5% Property Management rate. And I don't know how long that offer is going to last, but it is available now and for the next little while, you can ask about it. When you visit mid southhomebuyers.com that's mid southhomebuyers.com and you can ask them about their triple five program. More next. I'm Keith Weinhold. You're listening to Episode 595, of get rich education.    Keith Weinhold  16:19   Flock homes helps you retire from real estate and landlording, whether it's one problem property or your whole portfolio, through a 721 exchange, deferring your capital gains tax and depreciation recapture, it's a strategy long used by the ultra wealthy. Now Mom and Pop landlords can 721, the residential real estate request your initial valuation, see if your properties qualify@flockhomes.com slash GRE, that's F, l, O, C, K, homes.com/gre. You know, most people think they're playing it safe with their liquid money, but they're actually losing savings accounts and bonds don't keep up when true inflation eats six or 7% of your wealth. Every single year, I invest my liquidity with FFI freedom family investments in their flagship program. Why fixed 10 to 12% returns have been predictable and paid quarterly. There's real world security backed by needs based real estate like affordable housing, Senior Living and health care. Ask about the freedom flagship program when you speak to a freedom coach there, and that's just one part of their family of products, they've got workshops, webinars and seminars designed to educate you before you invest start with as little as 25k and finally, get your money working as hard as you do. Get started at Freedom family investments.com/gre, or send a text. Now it's 1-937-795-8989 Yep. Text their freedom coach directly. Again, 1-937-795-8989,   Dani-Lynn Robison  18:08   this is freedom family investments. Co founder, Danny Lynn Robinson, listen to get rich education with Keith Weinhold, and don't quit your Daydream. You Brenda.   Keith Weinhold  18:24   Today's guest is someone that America knows as the long haired, bearded money guy in the past, he's drawn physical appearance comparisons to Jesus Christ. He's a prominent financial strategist. Founded an eight figure company, hit the Inc 500 he's both a New York Times and Wall Street Journal bestselling author. He is just an electric speaker, including appearances in front of dozens of billionaires. And he's just got this great way of speaking to financial freedom that hits you differently. He even has a comedy special that's great to welcome back to the show. Garrett Gunderson,   Garrett Gunderson  19:02   that's good to be back. Man. Is really good. Love your energy. Has a nice intro.   Keith Weinhold  19:07   Well, you give a lot of like, nice guidance to people that's somewhat different than they're used to hearing. You know, Garrett, I think a lot of the conventional guidance is, you know, it's not very far above Elementary School advice like, put your credit card in the freezer so you don't use it too often, but a lot of times you speak to either business owners or people that have already had some success, and I think a lot of your underlying mantra is, hey, you better live your best life now   Garrett Gunderson  19:35   I kind of feel like you are your greatest asset, and if you starve out that asset because you don't feed it with knowledge, or you don't invest in yourself, or you don't gain the skills that really matter because you're so addicted to scrimping and sacrificing and building your balance sheet right, trying to build savings accounts and retirement plans and doing all you can to pay off that mortgage. Yeah, you could become a millionaire on paper. But will you live like one? Will you enjoy your. Life. What about all the memories that you miss along the way? What about having quality of life today and creating a life you don't want to retire from? The wealthy people, they didn't get that way because they shrunk their way there. They didn't get that way because they were amazing budgeters. They built businesses. They created value. They learned how to, you know, sell or speak or market or have business acumen that grow business or to hire people, and having those systems that actually impact more people or more deeply impact the people that they serve, because it's about value creation and their value creators. And I think this notion of just thinking, Oh, I could just trade time for money and set money aside. Man, that's a really painful way to get to a million dollars, but Northwestern Mutual, they just put out an article that said, 32 or 34% of millionaires don't feel wealthy, because if you have money tied up in an account that isn't kicking off cash flow, it doesn't feel like wealth. You can't spend that net worth. It's just a statement if you don't learn how to create cash flow. And I love financial independence, where people have cash flow from assets to cover their expenses now their lifestyle is covered from that cash flow. Now they can reinvest every active dollar into themselves and their quality of life, into more cash flowing assets, into taking trips along the way, not just waiting until they're too old to enjoy it.   Keith Weinhold  21:13   You work with business owners all the time, and you've even worked with some ultra high net worth people that still seemed to scrimp and save. Do you think really, what is that the function of? Is it more of the wrong mindset or the wrong tactics when someone acts that way?   Garrett Gunderson  21:32   It's a mindset that's really kind of handed down to them? Yeah, maybe from their parents or grandparents or from a different era, like there's people that were, you know, in the Great Depression, that then tells stories to their family about how tough it was, and you never know when that money could go away. So you got to hold tight, and it's a scarcity mindset. So one of the wealthiest clients I ever had, I mean, this was a guy who he was worth a lot of money, but you would never know it. I saw him on TV one day. I was like, Dude, he needs new clothes, and we found a strategy to save him a bunch of money. He was just buying his inventory with cash or like, let's buy it on a plum card, and you'll get cash back. I just said, Just take 10% of that cash back, which was over $100,000 a month, and spend it on yourself. He's like, Well, I wouldn't know to spend it on I'm like, Well, how about some new clothes to start with? He's like, Okay. And then the next month, he bought a nest system for his house. The next month he bought a sound system. Eventually, saved up enough money to buy a Tesla, which he really wanted, like it was money that was there for him, but it changed his entire paradigm, because now he had a quality of life. He was very philanthropic and donated money. He built massive businesses, but he never treated himself well. He'd never felt like it was okay to spend that money because of his upbringing, because the way that his parents viewed money and the way that their parents viewed money, and it was always something that felt scarce. So it felt like, okay, will this go away? And the reality was, we just found money in your couch cushions, essentially. So why not enjoy it along the way? He eventually bought a home that he loved on the water, that he loves the garden. I mean, it was like a total transformation with that one simple thing to help him heal his relationship with money, overcome scarcity, because he was already highly productive. He just had to break free from this budgetary mindset.   Keith Weinhold  23:09   That's great. It was almost like, Dude, I can see it in you. Before we even talk. You got that code off the rack at Burlington. I swear you can do better than this. Come on, now   Garrett Gunderson  23:17    30 years ago, 30 years ago too. You know, it doesn't even fit anymore.   Keith Weinhold  23:23   Well, you know, I recently dedicated a complete episode Garrett to the way I put it is that the risk of delayed gratification is denied gratification. Now, there are some good things to be said for delayed gratification, I think, especially when you're younger, or you're just starting out in the working world, and you just tried to cover rent for your apartment and you don't have much else. Delaying some gratification is good. You need to form capital. You need to get liquid. I try to avoid saying stacking savings, because that gets people in the mindset of becoming super savers sometimes, and they miss out on returns. But what I mean about the risk of delayed gratification, being denied gratification, if it's taken too great of an extent, is, you know, I'm talking about the guy where, when he was 24 he used to say, Oh, I'm going to visit the Galapagos Islands someday. That's what I want to do. But you can just tell by the time you talk to the dude, when he's 48 he begins to use the past tense for things he wanted to do, for example, then he might start saying, Oh, well, I guess I never did visit the Galapagos Islands. You know, you can tell with people when they use the past tense, and that's when you know that their future is not bigger than their past, and a lot of that is the reflection of their financial status.   Garrett Gunderson  24:40   I got married at age 23 and the first two years, well, it was really like the first year and a half, maybe I was just such a miser. I gave my wife a $400 a month budget for an apartment, and we found out that there's places you don't want to live in Utah. I didn't know it, but she's like, is this what you want? And I was like, This doesn't feel like a safe neighborhood. And then you. Know, I was like, All right, maybe $600 I was still kind of really scarce. And my parents were like, Why don't you just live in our basement, rent free, and my wife's like, sex free. If you think that's where we're living, I'm gonna live in my parents basement, you know? Because I just thought money was something to save. So I saved me over 50% of my income. And a lot of people were like, that's amazing. Congratulations. Great job. And so I felt really good about it, and then I realized that my business wasn't growing as fast as this other person my age. I met him at an event, and a year later, he was doing better. And I was like, Dude, what's going on? I could hear it in your voice. I could hear like, you're just a different person. He goes, Oh, I'm doing two things. One, I just hired this guy, Steve D'Annunzio, and he changed my entire life. And I was like, I need to meet him. He's like, he happens to be here in Vegas. He's from Rochester. Introduced me. I hired him as my coach right away. I'm hearing all these people talk about strategic coach at the same event, and they had a booth. So I signed up for Strategic Coach, which meant I had to part with some of my money. Think it was $7,500 I hired Steve as a one on one mentor, and all of a sudden I was investing in myself, yeah. And I broke free from those chains of like, reduction and restriction into the game of production. And then I even had a situation where a woman called me out at the same event. This was a life changing event where she's like, I wonder what it's like living in a financial prison you built for your wife. It's like, Oh, see, that's what happened. I thought I was responsible, and building that responsibility that's actually building walls. And when I came home for that event, my wife and I started looking for our home. Within a few months, we found one. I bought a home. It was very easily within my means. I basically made as much as I paid for this house that we loved. We lived there for nine years. We built so many memories. You know, we had our two kids while we were there, I started host study groups, and that year, I grew my income by $170,000 with the coaching of strategic coach, Steve dnunzio And this woman, Nancy, calling me out. The next year, it grew by even more because the skills started to compound. I decided from that moment forward, I would spend at least $40,000 a year, which I might be able to reach for some people, but at least $40,000 a year on mentors. Is a guy named Alan. He writes my meal plans and my workouts, and I'm at 10% body fat because he knows exactly what they do. I do what he says. It was worth this $10,000 investment, because now I pay attention what I pay for, and I look at like if I'm my greatest asset, how can I create more energy? How can I create more value? How can I feel better about myself? How can I show up the very best version of I am, so I can deliver the most to the other people. And so I've always just been in amazing groups. I just got back from two different events in Beverly Hills around amazing people, learning incredible things that allow me to grow. I haven't spent a huge amount of money on a mentor last year to figure out something that I hadn't been able to figure out to this point. It's the same thing I did to become a speaker, to become a writer or even learn how to sell or market, you've got to invest in the skill, not just in the savings account. You grow yourself first, and then you grow your money. If you starve yourself out because you're in that miserly mindset, you're going to stunt your growth and never be fully fulfilled.   Keith Weinhold  27:56   You're your own best investment. And yes, this stuff is the varying definition of investing in yourself. Don't live below your means. Grow your means and all of that.   Garrett Gunderson  28:05   Grow your means and be more efficient within your means. I mean, the best way I know how to save is not overpay on tax, which 98% of business owners are doing that today. You know, don't overpay on interest, because you either restructure your loans, renegotiate your interest rates, reallocate underpouring funds to pay it off, or you remove investment drag. A lot of people have unnecessary fees and hidden commissions that drag on their investments. Or just design your insurance properly so it's more efficient. Those four i's, IRS, interest, investments and insurance show you how to keep more of what you make, take some of that money, build up your foundation so you have a peace of mind fund, so you have staying power, at least six months of liquidity and then invest more into yourself or learn how to create cash flow. This is the game the wealthy play. But the poor middle class, they think it's about paying off a mortgage and funding the retirement plan, and they will argue about it until it's too late, when they get there and now their homes paid off, but the property taxes are higher than their mortgage was 20 years ago, you know. Or they have home maintenance they have to take care of, or inflation has destroyed the value. Like if someone were to put away 100 grand and they wait for 30 years if they got 10% which the market did the last 30 years, if you reinvest dividends, they're going to have right around $1.7 million but if they have to pay 2% in fees, fiduciary fees, 12 b1 fees, which are marketing fees for the fund expense ratio, you know, the fees of maybe a retirement plan, and they now have 2% fees. It only goes to 1.1 million. Huge difference. And that 1.1 million if we account for inflation, even if we said inflation was low, like 2.7% over that 30 years. Well, by the time we pay for inflation and tax, guess what? The purchasing power value is like, 300 grand $300,000 that's a problem, and it's because they didn't learn to create cash flow. It's because they didn't learn to invest in themselves. It's because they relied completely on a market they don't control. I'm not saying the market is completely something to avoid. I'm saying we go in sequence. How do you grow your income for. First, then how do you keep more of the income you make with? You know, financial savvy and plugging leaks. Then learn to grow your money, but maybe growing your money. For some I like to think of like three dimensional assets, like real estate's three dimensional. It can grow in equity, it can create cash flow, and it has tax advantages. But my business is three dimensional, the more my business creates cash flow, without me, the more equity it has, and that business has major tax advantages. So most people are one dimensional, pay off a loan, put a money in retirement account. That's the poor, middle class. Wealthy people build a system where they've got three dimensional assets, equity, cash flow and tax savings. And that is a complete game changer, because then they can employ the buy borrowed I strategy, if you have assets like, you know, an individual stock, or if you have assets, like a piece of real estate or a business, you could borrow against it. There's no tax on that five for life, right? You keep refinancing. Or you can even do charitable trust to avoid the taxes upon the sell of those paying no tax when there's gains. Or you can pass it on to the next generation with a step up in basis, which means they get it at the full value and not have to pay the difference. And if you have life insurance, the life insurance will pay back the loan that tax free as well. So buy, borrow, die. I mean, it's a completely different thought process of defer taxes. If you defer taxes, I get it. You could do a Roth IRA or Roth 401. K Sure, that'll let you put after tax money in and grow it. But where's the cash flow? What's the underlying investment? How does it help you create financial independence? How does it help you does it help you grow your skills to become a better investor? We've been taught to be lazy, not that people are lazy. We've just been taught to be lazy with our money. We've been fed a narrative. I don't have the time, I don't have the skill, I don't have the interest, but I want to have it, so I just hand it over. And who do we hand it over to Keith Wall Street. Wall would you trust Wall Street? Like you flew to Frankfurt not long ago. Would you get on Wall Street airlines where they're like, hey, sometimes our planes go up, sometimes they go down. That would brand, and he'd feel inspired, right? Would you go to Wall Street, you know, hospital? Or like, hey, he lost one of your kidneys, and by loss, we stole it and resold it. You know, like, Wall Street doesn't have a brand. That's good. It's boiler room. It's Wolf of Wall Street. It's the movie Wall Street with Michael Douglas. You know, greed is good like yet that's what people put their money into. And you can go to any downtown and any major city, and guess who has the biggest buildings, insurance companies, banks and Wall Street investment companies. So you're taking the size of your home and shrinking it to build up their building and put money in their pocket. And their story is, it's because they're Ivy League, they're smart. They try to make it complicated, but you don't have to know most of the things you think you need to know about finance. The foundational things are important, how to protect your assets, how to design insurance, to transfer risk, how to have some liquidity, how to automate your savings. And then you focus like Warren Buffett would teach. He said, You know how people would become a better investor if they only had 20 investments they could make over their lifetime? He says, I don't diversify because I'm in the know. He's like, I'm a good businessman, therefore I'm a good investor and I'm a good investor because I'm a good businessman. I don't separate the two. Yeah, most people think he's a stock market investor. No, he buys out the companies in the stock market. Rarely does he have minority stakes in it. He does have some of that, maybe with Coca Cola and apple, but he bought a lot of companies outright, whether it was Geico, whether it was See's Candies, whether it was like he buys these companies, he's so far outperformed the stock market by billions of dollars from an index fund like what he has, versus someone that put the same money in an index fund, Warren has billions more from his investments than the person that put all their money in the index fund, even if it was the same amount. It's completely about strategy, not about luck.   Keith Weinhold  33:30   Yeah, it's the Andrew Carnegie, put all your eggs in one basket and then watch your basket. Yeah? Watch that basket like a hawk. Totally. Yeah. I mean, stacks mutual funds, they have what I call those five simultaneous drags. If you think you're getting a 10% long term return over time, subtract out inflation, emotion, taxes, fees and volatility. What do you have left? Not much. But there's no friction there. It is just the easiest thing to do ever since decades ago, 401 K contributions begin to become automated throughout your paycheck, sometimes even automatically, automated   Garrett Gunderson  34:04   values your permission opt out. It's easy. You have to opt out, right? It's Big Brother. You don't know what's best for you. And by the way, how crazy are four one K's. Part of the reason the market has gone up in value is because people consistently fund for one case, whether the market's going up or down, they're told $8 cost average. So that's artificially fueling the market. When we see the numbers, there's a buffet index, and it's like 2.9 times higher than what he's comfortable with, with the stock market, because of how overinflated the market is, partially due to inflation, partially because people put money in. But let's remember, why did 401, K's even come about? Because pensions failed. And by the way, these pensions failed and they had world class money managers managing these multi billion dollar pensions, but they didn't know about something called disinvesting, or didn't know enough about it. When the market goes down and pension money is owed, they still have to pull money out of the pension to pay the employee which disinvests, which pulls more money out of the account. So now instead of just being 10% down, they might be 17% down. And so even if the market comes back 10% it's 10% of only 83% of the money. So not even back to square one. And if it goes down a second year in a row, they're in real trouble. It starts to chip away at the principal, and they can't recover. And that happened to pensions, and they said, Oh, here, we can't handle these. We're going bankrupt. We're going to get rid of pensions. You take care of it. Well, guess what? Vanguard says, the average balance in a 401, k right now is $148,000 how someone's supposed to live on $148,000 even if you could get 10% that's $14,800 a year taxable, that's not going to do it. Even if you have a million dollars, where are you going to put the million dollars to get the return without risking it going down? Maybe you're going to be in treasuries at 5% that's $50,000 taxable per year. You're a millionaire on paper, but living poorly. That's why I'm here to call these things out. I think that my book Killing Sacred Cows, which was my original New York Times bestseller, which is probably how we met. Yeah, I rewrote it. I rewrote it, rereleased it in 2024 and I'll give people the audiobook. They just have to DM me on Instagram. Garrett B Gunderson and DM the word cows with Keith's name, cows and Keith or Keith and cows. I'll hook you up with the book for free, so you can learn about the nine financial myths. We're talking about some of them here, but there's also some comedy in there, so they can laugh after each chapter. I threw some comedy in there. You know, if you like my comedy, I'm not the funniest comedian. I'm just the funniest money comedian. That's the reality.   Keith Weinhold  36:33   When we had the very inventor of the 401 k plan, Ted benna, come onto the show, he revealed to us that when 401 K plans rolled out, they were first called salary reduction plans. They had to scrap that name in order to foster participation. But reducing your salary is still principally what it does to you. You got to think about it that way and blow up some of these myths. But Garrett, you've already given a lot of great technical information about what someone can do, how someone can think differently. Bigger pictures, we're sort of winding down here. You know, when I'm thinking about this whole delayed versus denied gratification thing, how do you meter it out right throughout your life? I mean, what's your earmark your family legacy? How do you meter it out, right so you don't have too much or too little at the end of your life?   Garrett Gunderson  37:15   I like to see this strategy of, like, what would the rockfellers do that I wrote about is, you know, the beginning before that strategy is you pay yourself first, which has always been around Richest Man in Babylon. Tons of books talk about it. My argument is you want to pay yourself at least 15% of your personal income, off the top, to a separate account. Once you get six months in that account, now you start to invest that money, but you build your stability with that peace of mind. And we want 15% because the luxury once enjoyed becomes a necessity. So you want more money in the future, not the future, not less propensity to you know, there's also, just like planned obsolescence, things break down. You have to repair them. Technological change, we're buying new technology that doesn't even exist. I have now subscriptions to a bunch of AI things that help me out, right? But I'm spending more money. There's also taxes, those could go up in the future, or 38 trillion in debt as we film this, which is a crazy number. And there's also inflation. If we give 3% to each of those five factors, that's 15% now again, use the four i's, IRS, interest, investments and insurance to find that money, not just budgeting. But then here's the magic. At least 3% of your income should go to a separate account called the Living wealthy account. That's your guilt free spending, value based spending account, so you enjoy some money along the way. These are the things that are the finer things in life that people might say are wasteful. You know, there's a book called unreasonable hospitality that talks about this, 11 Madison Avenue was the number one rated restaurant in the world. And, you know, will who wrote the book talked about they had 3% of their budget to just go wild on their customers dream making money, right? So to create the special experience in the restaurant, and even the bear, I think was season three, showed some of that process of how they do that. So I highly recommend taking a certain percentage. You get to enjoy along the way. It could be higher than 3% but start there, and you're going to feel better, you're going to have different energy, you're going to show up in a different way. And then from there, I just believe in having trust, so that your money's outside of your estate, and protecting financial predators so you own nothing but control everything. And I personally use life insurance. I use just standard over, you know, like basically properly structured, optimally funded whole life, so that death benefit will come in after I die. It allows me to spend more of my money and then have it replenished so I can enjoy more of my money along the way, because I know that death benefit will be there for my wife or even for my family trust after I'm gone, so I don't disinherit the people that I love.   Keith Weinhold  39:31   Garrett Gunderson, he can take you through these steps, which he calls financially fit, to financially independent, and then finally to financially free. Tell us a little more about that going through those steps.   Garrett Gunderson  39:44   So financial fitness means your financial house is in order. You've got everything handled properly, car insurance, homeowners, liability, disability, medical life insurance, your corporate structures as a business owner, how you pay yourself, your taxes the last three years and move. Moving forward your investments. It's like, you know what it's going on. You've improved your cash flow, and you're dialed in. You're as safe as you could possibly be. Then financial independence is, how can we create income, especially from a business that comes in when you don't, that's people, that's processes, that's technology, so that you can be involved, but you don't have to be involved. This is the part most people miss, yeah, and I think it's crazy. A lot of people have this notion they're just going to work so hard so they can sell their business one day, I'm like, What about just creating a business that you love so much you don't want to sell it? What about giving up the things that are burning you out and have the employees that can take care of that so you do the things that you love and then just enjoy life along the way, take some little trips, take some time off and come back in. The business grows up when you're away, they learn how to do things without you, and then you can still create value into that business. I sold the business in 2021 and really regretted it, because I kind of was so removed from the business. I kind of felt like it lost its soul and I didn't feel connected to it. So this time around, I started a business in July of 2024 I'm like, I'm only going to work with the P with the people I love, building things that I love, and I'm not going to let myself get burned out by doing too much. We're going to take two weeks in Hawaii coming up here in April, just enjoy some time together as a family. We do quarterly family retreats with my wife and kids. We do traditions with my family up at my cabin, like I want to have this great life where it's blurs the lines between work and play. I have a little quote from someone else that talks about that art of life is blurring the lines between work and play, but also just having complete play sometimes that there is no work. So I come back refreshed, relaxed, rejuvenated and ready to create. And so really, that financial independence gives you permission to swing for the fences and what you do, knowing your foundation is handled, knowing that your lifestyle is covered, from assets to create cash flow gives you work optional freedom. But instead of retiring, think, what could your biggest impact be like? Create the life you don't want to retire from. Create a vision so compelling you can dedicate your life to it and find that the win is actually in the work, not just the outcome. I think that is the elegance of we win when we play, and when we have more play in our life. We don't try to escape from something. And when you start something, you might have to do things you hate, but you can eventually delegate it, and then life becomes great. I mean, one of my early coaches, Dan Sullivan, who I mentioned, a strategic coach. He's in his 80s, still behemoth of creating value in the in the market. To listen to him, you know, he's phenomenal. He's made such a huge difference in my life, and he has no intent of retiring. He just gets smarter every year, adds more value, builds more infrastructure, and he's the one that taught me the merit of free days, just taking time off, taking time away. So, yeah, that's financial independence. Is cash flow, and then financial freedom is a state of mind. It's when money is no longer the primary reason or excuse you would do or not do something. It's a consideration, but it's no longer the consideration means that you have a healthy relationship with money. Money is an asset and an ally, not an enemy. You don't come from a place of scarcity. You come from a place of abundance. You can be more present with your family and doing what you do without feeling distracted. I think wealth is our ability to be present, not necessarily how much money we have in a bank account. I think we have a good amount of money in a bank account, and we can be present. That is like true wealth.   Keith Weinhold  43:12   It harkens back to the John D Rockefeller, he who works all day has no time to make money. Rockefeller would have said, you can architect a wealth plan if your head is down on the assembly line, that means gradually move your offer. It's from trading your time for dollars over to owning assets that pay you to own them. Garrett's comedy special is called the American Ream. There's no D in that word, R, E, A, M. You can look that up, Garrett. It's been enlightening as always. Thanks so much for coming back onto the show.   Garrett Gunderson  43:43   Hey man, good to be back.   Keith Weinhold  43:51   Always. A lively conversation with Garrett, besides some great mindset perspective, he's really good at saving you tax and setting you up with asset protection. Though he's not as real estateish as me, he's pretty savvy. For example, He's aligned on the fact that, for example, say you have an 80k debt. Well, it doesn't necessarily mean that it makes sense for you to pay that off sometimes it does, but what happens to your net worth anytime you pay off an 80k debt, well, let's see. You've reduced your asset side by 80k and you've reduced your debt side by 80k so your net worth is the same, and retiring the debt means that you might have lost leverage, lost cash flow and lost tax advantages, all at the same time on Instagram, send a DM with the two words, Keith Cows to Garrett B Gunderson, and he'll hook you up with his book for free next week on the show, we go deep on does America really have a housing shortage with an expert analyst. Until then, I'm your host. Keith Weinhold, don't quit your Daydream.    Speaker 4  45:01   Nothing on this show should be considered specific, personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC, exclusively   Keith Weinhold  45:29   The preceding program was brought to you by your home for wealth. Building, get richeducation.com  

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Brett Chestnut. Summary of the Interview On Money Making Conversations Masterclass, host Rushion McDonald interviews Brett Chestnut, Managing Director of Northwestern Mutual Goodwin, Wright Gwinnett. The conversation centers on Brett’s mission as a financial leader, his journey from engineering to financial planning, his commitment to mentoring, and his focus on expanding diversity in the financial services industry. Brett describes how he transitioned from engineering in 2015 to financial planning because he wanted to help people regain the ability to dream—not just survive. He discusses his work in recruiting diverse advisors, supporting career‑shifting professionals, mentoring, and educating people on foundational financial decision‑making. The interview also explores money mindsets, budgeting, the challenges of building wealth in communities of color, and the often‑overlooked emotional side of money. Brett emphasizes starting with the basics, not skipping steps (e.g., jumping straight to cryptocurrency), and building strong financial foundations. Rushion repeatedly highlights Brett as a powerful brand and role model, underscoring the importance of Black leadership in financial fields and the role of representation in increasing trust and access. Purpose of the Interview The interview’s purpose is to: 1. Introduce Brett Chestnut as a trusted financial leader Rushion aims to elevate Brett’s visibility as a Black managing director in financial services—an industry where representation has traditionally been limited. 2. Educate listeners on financial empowerment Brett provides practical, relatable guidance on budgeting, investing, career transitions, and developing financial discipline. 3. Highlight Northwestern Mutual’s diversity initiatives Brett explains how the company is intentionally investing in diverse advisors and underserved markets. 4. Inspire career‑based and financial self‑reflection He encourages people to examine their spending habits, consider new career paths, and align decisions with long-term goals. 5. Promote mentorship and community uplift Both Brett and Rushion stress the transformative power of mentorship and generational investment. Key Takeaways 1. Financial empowerment starts with awareness Brett urges everyone to analyze their last 2–3 months of spending to understand what their habits really prioritize. 2. You must “choose your hard” Saving and planning may be difficult now, but the alternative is harder later. Financial success requires discipline, not magic formulas. 3. Wealth building is emotional as much as logical Money connects to family, relationships, self‑worth, stress, and confidence. Advisors must understand clients emotionally, not just mathematically—especially women and diverse communities. 4. Don’t skip steps (especially with investing and crypto) Many want to “get rich fast,” but Brett warns that skipping foundational steps (budgeting, savings, retirement planning) leads to confusion and poor decisions. 5. Mentorship works only with real relationship True mentorship requires understanding someone’s full life story, not just giving advice. 6. Representation matters in financial services Northwestern Mutual is investing heavily in diverse advisors not just for optics, but because entire markets have been historically underserved. 7. Closing the wealth gap requires generational strategy One generation must be willing to be selfless, disciplined, and intentional with assets to move future generations forward. 8. Brett sees his work as multiplying impact By developing new advisors and helping create “15 millionaires,” he hopes to create compounding community uplift. Notable Quotes (from the transcript) On financial empowerment “I want people to dream again. We’re not dreaming no more—we’re living because of obligation.” “When we’re born we look like our parents, but when we die, we look like our decisions.” On career purpose “I help people who are successful but career‑disturbed. They want more.” On money habits “Look at your last three months of spending. Your money tells you what your real priorities are.” On investing and crypto “People want to skip steps… going from no savings straight to crypto.” “If you don’t understand it, maybe it’s not time for you to invest in it.” On mentorship “To give someone feedback without relationship is harassment.” “Let me hear your story… mentorship starts with knowing the inner person.” On diversity and empowerment “Their growth strategy is diversity… whole markets haven’t even been called on yet.” On community and identity “We’re special… if we regain that confidence and approach the marketplace with courage, everything changes.” On wealth-building reality “You have to choose your hard. Hard now or hard later.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.