Podcasts about osj

Shannon Spotswood – CEO, RFG Advisory Choosing a platform isn't just about technology or economics. It's about finding a partner that helps you build the business you actually want to own. Shannon Spotswood explains why growth without compromise starts with choosing the right partner. In Summary What should advisors really look for in a platform partner? Jason Diamond sits down with Shannon Spotswood, CEO of RFG Advisory, to discuss why the best platforms do more than provide technology and operational support—they help advisors build stronger businesses. Shannon shares lessons from helping grow RFG into one of the industry's leading supportive independence firms, covering everything from private equity partnerships and advisor experience to enterprise value, branding, and overcoming the fear that keeps many advisors from pursuing the business they truly want. The Storyline Most advisors evaluating independence compare technology, payouts, and service offerings. Shannon Spotswood believes they're asking the wrong first question. After spending two decades in institutional investing and later helping to rebuild RFG Advisory from the ground up, Shannon has developed a philosophy centered on partnership. She argues that the best platforms function less like vendors and more like long-term business partners, helping advisors spend more time with clients, build enterprise value, and create businesses aligned with their vision rather than forcing compromises. Jason and Shannon discuss what meaningful support actually looks like, why the right private equity partner can accelerate growth rather than restrict it, and why advisors should demand evidence – not marketing promises – when evaluating a platform. The conversation also explores one of the industry's biggest obstacles to change: fear. Shannon explains why outdated assumptions about transitioning firms continue to prevent advisors from building businesses they enjoy, even though data suggests the experience is often far less disruptive than many believe. Ultimately, the discussion reframes independence itself—not as the destination, but as the beginning of choosing the right long-term partners. Topics Covered Evaluating advisor platforms as long-term business partners Building an independent business without compromise Enterprise value and organic growth Private equity as a strategic growth partner Advisor experience and client experience Branding and authenticity in wealth management Overcoming fear and transition myths Technology, outsourcing, and operational leverage Leadership, succession, and organizational growth The future of supportive independence   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why should advisors think of a platform as a business partner? (10:00) Shannon explains why technology and service alone aren't enough—and why the right partner should help advisors build the business they ultimately want to own. What does “growth without compromise” actually mean? (10:00–17:30) RFG's philosophy centers on helping advisors focus on their highest-value work while surrounding them with integrated support designed to drive enterprise value. Can private equity make a firm better? (25:00) Rather than debating whether private equity is good or bad, Shannon explains why success depends on choosing a partner whose values and long-term vision align with yours. How should advisors evaluate competing platforms? (43:00) Her advice is simple: don't rely on marketing. Speak with advisors already using the platform and ask firms to demonstrate – not simply promise – how they solve problems. Why does fear keep so many advisors from making a change? (48:30) Shannon discusses the “PTSD” many advisors carry from outdated transition stories and why today's reality often looks very different. What does the future of advisor platforms look like? (34:00–42:00) The conversation explores advisor demand for greater personalization, stronger brands, AI-enabled efficiency, and partners that help advisors grow without sacrificing independence. Key Takeaways The best advisor platforms function as long-term strategic partners—not simply service providers. Enterprise value grows when advisors spend more time serving clients and less time managing operations. Private equity can be highly beneficial when partners share a common vision and respect management autonomy. Advisors should evaluate firms based on demonstrated execution rather than marketing claims. Fear remains one of the biggest barriers to advisor movement despite significant improvements in transition support. Authentic branding and deeper client relationships will become increasingly important as AI reshapes wealth management. https://youtu.be/jaSt3-mO0so Quotable Moments “The right partners make you better. The wrong ones can quietly hold you back.” “Don't tell me. Show me.” “Everything you want is on the other side of fear.” “Your team deserves to be happy. You deserve to be happy.”   FAQs What should advisors look for when evaluating an advisor platform? Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. How does RFG define “growth without compromise”? By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. Is private equity always good or bad for advisor firms? No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Why do advisors hesitate to make a move? Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. How should advisors compare competing platforms? Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. How is AI changing advisor businesses? AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Related Resources How to Evaluate a Firm Beyond the Obvious: A Framework for Advisors Why You Should Stay at Your Current Firm   Shannon SpotswoodCEO Shannon Spotswood is a 25+ year industry veteran with a tremendous amount of experience across both retail and institutional finance and an outstanding reputation built on her passionate leadership and ongoing success in investment banking, hedge fund portfolio management, business development and retail wealth management. Joining RFG in 2015, Shannon recognized the opportunity to channel her entrepreneurial experience and passion for service into leading a mission to create an Advisor-focused RIA of the Future delivering a supported independence platform that empowers Financial Advisors to build the businesses they want to have, without compromise. Shannon's career has been characterized by her determination to build something bigger than herself. Having fallen in love with finance at only age 14, she was focused on making an impact in a male-dominated industry. After graduating from college, Shannon spent 20 years in San Francisco working in institutional finance. She began her career in investment banking and eventually achieved her dream job as a Portfolio Manager of a long- short equity fund at Symphony Asset Management. The company was acquired by Nuveen in 2001. After a decade at that firm and now a mother of 3 young children, Shannon turned her entrepreneurial passion in a new direction with a drastic pivot to start a luxury children's clothing brand, Busy Bees. Taking her years of experience in qualitative analysis of retail companies, Shannon and her business partner built the brand from the ground up, ushering its' growth from a garage to “Gwyneth Paltrow's Goop” over the course of a few years. Shannon and her family made the decision to move from the Bay Area to Birmingham, Alabama to be closer to family. And shortly after, the call to return to her first love, finance, grew to great to ignore. In 2015, Shannon joined RFG Advisory as President, leading RFG as the firm has grown from $1.8B to over $5B. In July of 2024, Shannon was named CEO of RFG Advisory and currently serves in that role. 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… Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: The right partners make you better. The wrong ones can quietly hold you back. Most conversations about independence focus on platforms as providers of technology, service, or infrastructure. Shannon Spotswood sees them differently. She believes advisors should evaluate a platform the same way they’d evaluate any long-term business partner, by asking whether it will help them build the kind of firm they ultimately want to own. That’s exactly what we explore in this episode. Shannon is the CEO of RFG Advisory, a firm that has grown from a startup into one of the industry’s leading supportive independence platforms. Along the way, she’s developed a unique perspective on what advisors should be looking for beyond economics and technology, and why the right partner can accelerate growth, strengthen culture, and help create a business that’s built to last. It’s a conversation that goes well beyond advisor platforms. We explore why Shannon believes so strongly in growth without compromise, what private equity can look like when the partnership is aligned, why firms shouldn’t try to be everything to everyone, and how advisors can separate marketing promises from meaningful support. We also spend time on a topic that comes up in nearly every transition conversation my team has with advisors, fear. Shannon shares her perspective on why outdated assumptions about making a move continue to hold advisors back and why asking better questions and demanding evidence instead of promises can fundamentally change the way advisors evaluate every opportunity in front of them. Whether you’re considering independence, evaluating your current platform, or simply thinking about what comes next for your business, I think you’ll find Shannon’s perspective both practical and though-provoking, especially the sage advice in her words, “Don’t tell me, show me.” There’s a lot to take away from this conversation, so let’s get to it. Shannon, thanks so much for joining me. Thrilled to have you here. Shannon Spotswood: It’s excellent to be here. I’m really looking forward to it. Jason Diamond: Me too. Let’s dive right in. I want to start with your background. You spent 20 years in San Fran as an investment banker, then as a portfolio manager at Symphony Asset Management before even touching the world of wealth management. So what made you walk away from, we’ll call it the institutional world and enter the world of wealth management? Shannon Spotswood: It’s a little bit of a circuitous story, but I’m going to take us on the short route. I fell in love with Wall Street as a teenager, so I knew I wanted to work on Wall Street. My dream job was actually the time that I spent at Symphony Asset Management. I was a hedge fund manager for them for six years running a long/short equity fund. I then had three children in three and a half years. The firm was acquired by Nuveen Investments, and we grew very large, and I was on this really interesting trajectory within the institutional investment management world. And somewhat of the unexpected happened to me in 2010, we’d come through the financial crisis. I looked around the room, I had these three young children, and having loved finance since a very early age, I couldn’t crawl on an airplane anymore. I fell out of love with what was honestly my first love. And I made a pretty radical pivot. I left Symphony, the tallest building at the time in San Francisco, and I partnered with a woman, and we built a luxury children’s clothing company for the next three years. So about as radical of a move as you can make, a $30 billion firm, big team, a tremendous growth ahead of us to upside down boxes of infant cashmere in a garage that flooded when it rained. So I had my startup in a garage moment. And while I was running the children’s clothing company, my husband and I took a big leap of faith and decided to move from San Francisco to Birmingham, Alabama to get closer to family, to raise our kids in the South, and just manifest the life that we wanted. In the third year of running the kids’ clothing business, we checked every box of our initial business plan, and I turned to my business partner and I was like, “Now what? Should we raise capital? Should we open stores? Should we diversify manufacturing?” And we realized this beautiful little luxury brand that we had created was exactly what it needed to be. And so we restructured the company and I punched out of that. And I spent, really for the first time in my life, about five months in deep contemplation. What was the first hedge fund that I was a part of in San Francisco, my tour of duty through investment banking as an analyst associate and helping them start an M&A group. This incredible decade that I’d spent at Symphony, and then this wild out of left field moment of building a luxury children’s clothing brand. And it had such an epiphany, Jason. And it was this, that I was on the ground floor of all of those businesses. And my aha moment was, oh my gosh, I’m a builder. What I love more than anything is sitting at the intersection of talent and opportunity and what I think is truly one of life’s greatest gifts, and certainly I think the most fun way to live your professional life, which is building something. So I put my resume together and I titled… It wasn’t even really a job search. It was more, I was new to Birmingham. I wondered if there was anything I could be of service in being a part of building something. So I put that resume together and I titled it Seeking the Intangible. And I was looking for that opportunity of talent and building something bigger than myself. And it was through some networking with my across the street neighbor who went on to become a board member of RFG who thought all I did was sell his wife incredibly expensive clothing who networked me to Bobby White, who’s the founder of RFG. And in the first 10 minutes of my conversation with Bobby, and I’ll tell you, both of us went into that meeting thinking it was going to be a filler meeting. He was doing a favor for a friend, and I had seen a little bit of the wealth management industry after Nuveen had acquired Symphony and was like, “That’s not really my bag. My jam is more on the institutional side of things.” And 10 minutes into our very first meeting, we both canceled the rest of our day, and we spent the next two and a half hours in his office having a conversation that really started with what if. What if we took RFG, which had been founded in 2003, and at the time was an OSJ with LPL, what if we took that business and we tore it all the way down to the ground? And we rebuilt it from the ground floor up to be a platform that is designed, that is intentionally engineered, to serve independent advisors? What would it look like to be a client experience company first, a technology company second, and a corporate RIA third? And I’ll tell you, walking out of that meeting, I was like, “This is it. This is it. This is the intangible. This is an opportunity to really build something very special.” And that’s how I found myself sitting in this talking to you today. Jason Diamond: Wow. So there’s a lot to unpack there. Thank you for sharing. And you shared it with a degree of vulnerability that I personally, I have a two-year-old and a three-week-old as of this recording. So it resonates with me. I think it resonates with a lot of advisors, people in our, and honestly, probably most industries, the constant pull in multiple different directions. And I love what you called it, seeking the intangible. And it sounds like you didn’t go in with any preconceived notion about… Many of our guests, by the way, that is the case. They walk in saying, “I knew since I was two years old I wanted to be in wealth management. I wanted to help be a steward of client…” And I love that your circuitous route took you a different direction. I want to talk more about the firm, and we’ll dive in on some of these elements of your background also. But before we do, you mentioned a little bit of, at a high level, what RFG is. Give me a little more context, types of advisors you serve, types of clients you serve. And if you don’t mind, provide some stats around size as well. Shannon Spotswood: Absolutely. So we are on a mission to help independent advisors build their business without compromise by driving organic growth to create enterprise value. And I share that because in our mission statement is the passion that links us all together, which is helping independent advisors build what they want to envision for their clients, what they believe is the best representation of their vision and their values. So we are a platform, a full turnkey platform for independent advisors. We talk about our services as a flywheel. There’s a very intentional interdependency from technology to marketing to compliance to talent to investment management to coaching, operations, transition services, and capital solutions. All of it is knit together very thoughtfully in order to be able to deliver to the advisors on our promise to help them operationalize and professionalize their business, to serve their clients and to generate that organic growth, which is what translates into enterprise value. What is so cool about the RFG advisor community, and I think is really the thread that binds between our teams and our advisors team is this servant heart growth mindset that you find it in every nook and cranny of RFG and certainly within all of our advisor partners. So the advisor profile for us, we do tend to skew a little bit younger. Average age is 45 years old. Organic growth across all of our advisors is north of 10%. So we’re very focused and leaned in on growth. We do have advisors that are lifestyle. We talk about them as lifestyle scaling and enterprise, and they run all along that growth at growth spectrum, depending on what do they want to build in their lives, what is going to help them really realize their dreams? And we’ll talk about this a little bit and just the growth of the firm and what we’ve been building, but we are at $9 billion. So it’s been a big run in 2026, as I say, 10 years of pre-game warmup to be able to really talk about that level of growth. So just knocking on the door of $10 billion and truly, Jason, I can tell you, I feel like we’re just getting started. I feel like we are just at the beginning of the J-curve as advisors are really realizing that their most valuable asset is their time and the amount of enterprise value that they can create being independent. There’s a lot of different flavors of that. We’ve got some incredibly well-capitalized and very strong competitors, but the collective awareness around this bull market for advice that we’re sitting at the very beginning of is shining such a bright light on what does it mean to be independent? What does it mean to be really supported by a partner who’s all in to help them win? And that’s where we find ourselves. And by design, that’s where we find ourselves. Jason Diamond: Yeah, and it’s an exciting time. I completely agree. The space, the vertical you’re in, probably as much or more than any other pocket of the industry. You took the words out of my mouth, the J-curve. I completely agree with the story you’re telling. There’s one component of your background that I do want to ask about, which is many RIAs, platforms, and the like, the leadership team is intentionally ex-advisors in their own right. So I’m curious, do you think of it as a benefit or maybe to what degree is it not a benefit that you have never been an advisor and served clients? I do love the idea that you’re a business builder and you’re helping advisors to build a business. That’s not lost on me, but I’m curious specifically about never having been an advisor. Shannon Spotswood: I think it is so critical that we were advisor-founded. What we like to say is we’re advisor-founded and professionally-led. Bobby founded the firm in 2003. We partnered in 2015. Our third partner, Rick Wedell, who’s our chief investment officer, managing partner, joined in 2016. So the three of us really co-founded the version of RFG that is- Jason Diamond: The right version. Shannon Spotswood: … expressed in the market today. But you’re a hundred percent right to double click on this. And I think it is such an important area for reflection for advisors in terms of where are their greatest skills? Where does their passion lie? And what are they interested in building? That very first day that I met Bobby, his telling of the story is he looked at my resume the morning that we were meant to meet, and he is like, “Well, why would I hire her? She could do my job.” And he often talked about that where you get to this point as an advisor where the business is scaling and growing. And we certainly are seeing this in a lot of the larger teams that we’re talking to and the relationships that we’re beginning to build within the pipeline of these advisors who were attracted to the industry because they wanted to serve clients and find themselves as accidental CEOs, COOs, their chief cook and bottle washer to advisor to all of these C-suite titles. And it’s not amplifying their natural skillset and it’s not aligned with what is actually their passion for the business. So I give a tremendous amount of credit to Bobby for recognizing more than 10 years ago really what it would take and how he could align team around him and build partnerships around him to be able to maximize the impact that we can have for advisors. So that north star of keeping advisors front and center is truly our, it is woven into our DNA and it is our north star. So we are a client experience company by design. We talk about it all the time, whether it’s how we’re building our team, how we’re thinking about investing in technology, how we’re soliciting feedback for advisors. I always say one of our greatest strengths as an organization is we’re active listeners and then we actually execute on it. Our best ideas come from our advisors, but you’ve got to have that posture as a firm that everything you do is orienting around how do we help advisors operationalize, professionalize, drive organic growth, and create enterprise value? And you can’t do it sometimes. You’re either all in, chips all in, only winning when your advisors win, and only having that lens of will this benefit the advisor and their team or not. It’s not something that you can just dip your toe in and out of. And I think RFG, having that foundation from which to always build is absolutely critical. Jason Diamond: Can I try and paraphrase or synthesize, and you tell me if I get this right? The pitch is something to the effect of, “We are really good at what we do. Let us take all the BS off of your plate so that you can go out and be an advisor. Service your client and prospect.” Do you find that story is resonating more over time? I mean, you’ve been with the firm now long enough to see this kind of cycle of movement towards independence. How has that story evolved over time? Do you find it easier to tell? Shannon Spotswood: Oh my gosh, without question. And I would even put a shorter term window on it. I would say in the last 12 to 15 months- Jason Diamond: Oh wow. Shannon Spotswood: … there has been a collective awakening by advisors, and I think there’s a lot of contributing factors to that. One is obviously as we are all aware, the majority of the industry is now private equity backed. There has been a real focus on the aggregator model, transitioning advisors into a W-2 model. And as that has played out and that financial engineering has translated into some incredible valuations and returns, there has also been simultaneously advisors picking their head up and like, wait a minute, I wanted to get independent so I could serve my clients in a way that I felt best represented my vision and my values. And I’m finding myself increasingly in a captive environment. All the while the technology is getting better, the valuations are getting larger, the ability to control both your branding and what that means for your family legacy is increasing. So over the course of the last 15 to 18 months, that story has just, while it’s been there for a long time, the independent movement was obviously sparked more than, gosh, now 16, 20 years ago in earnest. Now it’s just the passion and the knowledge that advisors are showing up to conversations in recognizing I want more. I want to spend my time where I want to spend it. I want to serve more families. I want to be well-positioned for generational wealth transition. I want to own the enterprise value. I want to build my team and I want the best tech. And that to me is exactly why we’re at the beginning of this J-curve. Jason Diamond: Yeah, I think you nailed it. And I agree with you that this notion of independence is not a destination in and of… It’s too broad of a term I think to use. And there are plenty of advisors who either started at one version of independence and need something different now, or to your point, thought they were going independent only to realize perhaps there’s elements of the business that aren’t as independent as they realized. And that’s where I think a firm like RFG to me, it’s not an accident that your firm fills this niche. This was advisor demand driven. Advisors said explicitly and implicitly, “We want to be independent. We want to own our equity. We want to have control over the things we like, but we want a support partner that helps us with all the back office, the middle office, investment management, the flywheel,” as you call it. Shannon Spotswood: That’s right. Jason Diamond: One other element of your journey to this point that I want to ask about, the succession journey or the journey to CEO, and I’m only asking because it’s somewhat recent, I think it was 2024, so we’re about two years in CEO. For the eight years prior to that, you were president. Shannon Spotswood: Yes. Jason Diamond: And this dynamic is near and dear for a lot of advisors. This idea you’re the heir apparent, but the date hasn’t happened until it happened. Was that a smooth transition date or did you find yourself, and I hope you can be honest about it, and if not, I understand, but I think this is something that a lot of advisors in their own businesses struggle with. So as somebody who’s gone through a major succession journey in the last two years, I’m curious what your thoughts are. Shannon Spotswood: The timing coincided with us bringing on a growth capital partner. So we closed on that partnership with Long Ridge in the fall of 2023, and we really set our sights on how do we bring this capital into the business and invest in our team, invest in our technology, invest in this desire to help independent advisors build their business. And Long Ridge really shares that long-term strategic belief that independence and the corporate RIA model is the ultimate winning model. So we have a lot of room to run there. So entering into that growth partnership with Long Ridge really provided a natural opportunity for that succession conversation to take place and to be able to take the company to the next leg. So we’ve tripled the size of the company over the course of the last two and a half years. Jason Diamond: Good for you. Shannon Spotswood: And as I said, I feel like we’re just getting started. I always joke we’ve had the longest pre-game warmup in history. In a lot of ways that’s by design. For me, the way that I can sleep at night is knowing that we are waking up as a team in this unified front to walk the walk for our advisors. It is incredibly important to us to honor the promise that we’ve made, whether it’s on tech or talent or transition services or marketing growth. So being able to lean in and deliver that, it takes a long time to build that institutional know-how and to be uncompromising in consistently making hard decisions, whether it’s around talent or the investments that you’re making or how you’re running and growing and building the firm. And so Bobby reached and Long Ridge and all of us reached this point where it was just a very natural way. And I think it was such a gift that I had such a long warmup, if you will, in the bullpen, running the day-to-day of the business as president, being so close to sweating the details of how we built the foundation, how we run the firm. And then obviously Ed Swenson joined us as president in last fall in October of 2025, having joined our board when we partnered with Long Ridge. So he joined our board in September of ’23, and he and I set up a call every other week. So we just became this incredibly trusted confidant of mine as we made a lot of strategic investments and key strategic decisions in that first 15 to 18 months of our partnership with Long Ridge. So to be able to build and attract the caliber of talent that we have to RFG, I mean, I’m totally biased and talking my own book, but I think we have the best leadership team. Doug Nelson joined us from Long Ridge as our CFO in November of last year, just bringing that rigor, particularly around capital strategies into our C-suite. So it was the right time to make that transition. And what I would say for founder advisor-led firms, it’s all about what are your growth ambitions? It’s what are your growth ambitions? Without question, when I joined and Bobby and Rick and I set upon this journey to tear the entire company down and build this robust tech stack and be at the forefront as an innovator in that space, that was experience that I had from my 20 years in San Francisco. And Rick had this incredible institutional pedigree having spent 12 years at Bain Capital plus two years at Stanford Business School, complimenting this authenticity that Bobby brought as an advisor, bringing that together. So recognizing as a founder advisor, if you have growth ambitions to 10X your business, it’s going to require that you bring high caliber talent to the table and allow for that room both from an equity participation perspective, but also just from what does the business need as it continues to scale up? Jason Diamond: That’s exactly right. And part of this gets back to private equity sometimes gets a bad rep in our space, but the reality is capital from private equity enables a lot of what you’re talking about. And I give you a lot of credit. I mean, you make the half joke about the longest pregame warmup ever, but I think of it as you learned on your own dime and you built all the kinks and ironed out all the kinks prior to having this critical mass of advisors on your platform. And we’ve seen certainly plenty of firms go that route too. So I give you credit for that. I think because we’re on the topic, let’s talk about it, private equity. Positive experience, negative experience, neutral, neither good nor bad. Just give me your… I don’t want to make the episode about the perils- Shannon Spotswood: Right. Jason Diamond: … and benefits of private equity capital, but just curious what your experience has been. Shannon Spotswood: I think this is one of those life lessons. Choose your partners wisely and great things can happen, whether it’s in your marriage or your friendships- Jason Diamond: Spouse. Yep. Shannon Spotswood: … or your business partners. And Long Ridge found us very serendipitously. I mean, we were probably two years from even contemplating bringing in a growth capital partner. They were introduced to us by a former board member and they were in our offices in January of 2023. And the most important things for us were twofold. Number one, they shared our vision and belief that the corporate RIA independent is the winning model for the industry and for advisors and clients. And number two, who they are as people is very much who we are as people. They’re builders. Jason Diamond: Culturally. Shannon Spotswood: They have this servant heart growth mindset that they share with us. So I feel incredibly blessed to say they’re amazing partners. And what’s interesting, and I’ll share this very openly, they’re the majority owners of RFG. We were very early in that time of bringing them on. They have always honored the promise that they made to us, which is we run the business. They are a strategic partner. They’re a great thought partner. They are the capital provider, but there has been multiple examples where we have made business decisions where there’s been some heat in the kitchen, in the boardroom, and we’ve felt very strongly about it. So I just couldn’t say enough great things about them. And one thing that I will just share, and I say this because they’ve shared this with me, I have had this incredible personal journey of growth bringing such a deep bench in Long Ridge into the firm. And that has been certainly challenging at times. Do hard things, get comfortable being uncomfortable. It’s the ultimate definition. But I really think that is something that never gets talked about is what it means in upskilling the caliber of your talent, yourself, how you have to grow and evolve as an individual has been really, I won’t say it’s been easy, but I look back on what I’ve learned over these two years and just feel prepared as a leadership team, how we operate as a team, what is expected of us to be able to deliver and execute for our advisors in this next leg of growth. Jason Diamond: I think your marriage analogy is the perfect one, and I’m going to use it. And honestly, in a lot of ways. First of all, marriage is hard, good or bad. It’s hard. Second of all, it’s the ultimate… The institution of marriage is not good or bad. Private equity capital is not good or bad, but your answer is the right one. Pick your partner very wisely. My favorite part of your answer, because it’s the most original, was around a good capital backer, a good partner, whatever you want to call it, pushes you to be better. And I think that you’re surrounding yourself with, by definition, some of the smartest people in the industry, and that can’t be a bad thing. And the proof is in the pudding. The growth trajectory you’ve seen, it’s certainly no accident. I think part of it is tied to your incredible stewardship. You don’t have to answer that. You don’t have to be humble, but I’ll attribute it to you. That brings me to my next question. Shannon Spotswood: I do have to say really quickly. Jason Diamond: Please do. Shannon Spotswood: I will be celebrating my 27th wedding anniversary in October. So yeah, pick your partners. Jason Diamond: Congrats. And I feel equally blessed, I assume as you do. I have a great partner, I’ll say. I don’t know if she’s listening right now, but she’s a great spouse. What I was going to say though, good segue, I think there’s been more in recent years, but not a ton certainly of female C-suite wealth management executives. How do you feel about your role? Do you feel an increased burden? Is it an honor to you? Is it something that you don’t think much about at all? I’m curious what your thoughts are. Shannon Spotswood: I feel immense gratitude. I mean, just in general, leading RFG and locking arms with our team and our advisors is, I mean, a gift of a lifetime. I was incredibly fortunate to not just have mentors during my 20 years in San Francisco, but to have true sponsors. Whether it was the first hedge fund I worked at, I took that job because it was a female portfolio manager and at the time one of the only in the country. And she really opened up her heart to me and poured into me. And then 10 years at Symphony, the founding partners of Symphony, they dropped me into the deep end of the pool and gave me a lot of rope to make a lot of mistakes and continued to invest. So I have this foundation from which to build and to lead and to be ready for this role. I couldn’t do any of this without my partners. Rick and I have been partners for more than 10 years. It really does take a village in the same way that it takes a village to raise your family. It takes a village to find the courage and the strength to lead in a way that really honors the gravity of the mission. But I’ll tell you this. One, I knew I wanted to work on Wall Street from a very young age, so I chose this. I knew what I was getting into, that it was a male-dominated industry. I have made particularly, this is one of the unique facets of the wealth management business, we have phenomenal both male and female talent, and I have made the strongest female relationships on this side of the business as compared to the institutional side of the business. So I think there is a richness to our side of the industry that doesn’t get enough air cover. There are just phenomenal leaders, and I think increasingly so, we’re seeing more women stay in the game and raise into positions within the C-suite and leading these firms. I will tell you one thing in 2019, and I really give a lot of credit to Bobby for this in coaching me, is I was raised by wolves on Wall Street without question. I sat on a trade desk, I was completely comfortable with compartmentalizing emotion, and I made it a mission to develop intentionally my emotional intelligence. And that truly unlocked everything for me, and I think plays such a huge part of who I want to be and who I challenge myself to be as a leader. And so it’s funny when I get the question asked of me about being a female CEO, because I think that’s what people feel must be like came very intuitively to me, but I had to learn it. I had 20 plus years of being able to run with boys and I needed to develop that skill. And it is a skill that I challenge myself on a daily to continue to lean into. And I think it is increasingly important both for men and women who aspire to leadership to hone the strategic and execution alongside that emotional intelligence. Jason Diamond: Great answer. And I think you know I admire a lot about you, but it’s certainly one of the things I admire most about you is over the last couple years in particular you’ve been a real beacon of positivity, of empowerment in that regard. You’re active on socials, you’re active at industry events, you’re always willing to talk to people. And honestly, that to me is the answer. A lot of people complain about this as a problem, and I want to just take a second to applaud you because I think you and your firm actually do something to at least try and actively solve some of this. And also you mentioned it earlier, but same thing with some of the next gen dynamics. You skew much younger than the average firm on the industry. And I think that too is to your credit around, okay, we’ve identified that we have a major succession problem in our industry. What are we doing to solve that? Shannon Spotswood: Absolutely. Jason Diamond: Let’s talk about growth a little bit. I agree with your thesis. This space you occupy, no better time to be in it. We’re at the perfect spot on the J-curve. Unfortunately, we are not the only two people to think that. There are also, I think, some other firms. This space has become crowded. What do you think about that? Just the fact that there’s more competition than ever. I mean, my view of it is there are enough quality advisors to go around, but curious what you think. Shannon Spotswood: Anytime I find myself wading into the waters of fear and scarcity around this topic, I’m reminded that 67% of the assets still remain within the wirehouse and IBD space. We got lots of room to run. I believe in a mindset of abundance. The data will tell us that the demand for advice is increasing by 30% over the next decade while the number of advisors is decreasing by 1%. So we’ve got, find me another industry where you see a graph that looks like that. On top of that, next gen, which I think this is so fascinating, next gen actually wants more advice when compared to the baby boomers. So baby boomers created our industry, and here we are sitting on $87 trillion worth of generational wealth that’s going to begin to transition. That doesn’t even include all of the wealth that will be monetized through real estate and family-owned businesses. It is a tsunami. And what is, I think, really interesting is that next gen recognizes the value of their time. I’m sure if I had a conversation, Jason, with you and my husband about how intentional you want to be in terms of showing up for your children and the equal nature of parenting, that alone is changing the way the next gen thinks about both their professions as well as their family life, which means you by default have to hire professionals to do the things that you don’t want to spend the time doing. Jason Diamond: Really good point. Shannon Spotswood: So we have this incredible convergence that’s happening right now, and it’s coming at a time that technology is finally going to allow us to serve more families more intentionally along that wealth spectrum. So it is like, bring it on. There is more than enough to go around. We are in an era of abundance. And what I worry the most about, and this, it’s like climb up on the soapbox and let’s roll, about independence because I see and have so many conversations with advisors where they have been willing to accept such a compromised service experience that they would never allow to be delivered to their clients. So advisors are delivering this 24-hour concierge, high-touch, deeply thoughtful experience, estate planning, tax planning, financial planning, multi-generational conversations. They’re in it. They’re in the trench. And then they turn around and their service partner is so subpar. They’re compromising their growth. They’re burying them in compliance and ops and clicks and swivel chair and tech that doesn’t work. So we’re at the very beginning of this bull run for advice. And I think advisors who recognize, I want to serve more families, I want more control over my time, I want to be able to build enterprise value on my personal balance sheet, have room to do it. So I welcome the competition. I think the best way to talk about it is iron sharpens iron. I learn so much from our peers and like, ah, they did this or they did that. How do we think more disruptively, more innovatively? How do we do it differently? So I think there’s a lot of room for all of us. You’re going to be busy, my friend. You’re already sitting there advising the lion’s share of the big deals, and I think you guys are just getting started as well. Jason Diamond: Yeah, it certainly feels like a bull market for advice and also I think a bull market for some of the… You allude to an interesting paradox, which is some of the biggest and most sophisticated advisors in the industry have really high-touch impressive service models, but they don’t seem to demand the same in return. I have some thoughts as to why. I think one could just be Kool-Aid drinking, like you don’t know any better and you’ve been there for so long. There’s just so much friction associated with moving a business and fear associated that it’s unless things get really dire or unless I find something that’s better enough or meaningfully better enough, I can gut it out. But the third one that comes to mind is these firms we’re talking about have unequivocally, they do a lot of good, a lot of bad, but unequivocally one of the things they do really well is brand. Shannon Spotswood: Yeah. Jason Diamond: How do you reconcile that question with a firm that obviously doesn’t have a brand that the average American consumer would know? Shannon Spotswood: We take a posture on this that is rooted in an Accenture study that was conducted several years ago, but I think still remains so true today, is that advisors think that the value proposition that their clients are looking for, either it’s that big monobrand that’s advertising at the Super Bowl or the alpha they’re ever able to generate or the portfolio investments. But the clients tell us that what they’re looking for in an advisor is, do you get me? Do you share my values? And do I want to spend time with you outside the office? And that is basically distilled down the way we talk about it is people connect with people. So now more than ever, particularly if you take a big step back and you think about the influencer economy and how brands, big brands, Nike or big consumer brands have really leaned into niche branding. How do I get my brand into the hands of someone who’s very passionate about it? So advisors who develop their own brand, who have a presence on social, who have a presence in AEO and SEO, who are leaning in and expressing not only their client experience, but their vision and their values through their brand, I actually think as this generational wealth unfolds, that authenticity carries so much more weight than is my name on a football stadium. So it is those three factors. It’s just I’m comfortable. I don’t want ripple. It is friction and fear for sure. And then it’s like that branding is up for grabs because we certainly see one of the most fun parts of advisors joining RFG, this is a big part of what we do is helping them design and develop or reimagine their brand name, their logo, all the rest of it. Once that creative energy is unlocked and you get to tell your story, your my why, that connective tissue is so powerful with the clients and with the growth that comes from that because I mean, I truly believe people connect with people. They’re looking for that. And I think more so now than ever with AI. Jason Diamond: You just took the words out of my mouth. Do you think AI perpetuates that? Shannon Spotswood: I think people are craving that. And this is why advisors who are powered by AI without question are going to win. Advisors are not going to be disrupted by AI unless they haven’t made the move to get themselves in a position to be able to leverage the technology, the brand, the talent, the maximizing of their time. But especially with something as important and as personal as money, as you walk through life, I mean, you are at the very beginning. I’m sending, I’ll have all three kids in college. But as you make these critical decisions in your life, whether it’s getting married or starting a business or changing jobs or buying your first house, buying your vacation house, all of these things, you can go right or you can go wrong. And having a trusted partner who really understands you, I actually think that we’re going to see the fees paid for advisors increasing as there is a greater premium placed on, I want deeply personal relationships that are tailor-made for me. Jason Diamond: But I assume the flip side of that is you have to do more. You as a firm and you as an advisor have to do more, and you can’t just raise fees with the same service model. So I think what is the corollary of that? What are some of the ancillary growth areas that you do beyond the financial planning and asset management that says, “We’re worth that money you’re going to pay us”? Shannon Spotswood: It is, and I love the work that wealth.com is doing here. I mean, the estate planning and tax planning, making that more accessible along that continuum of wealth spectrum, the blurring of the lines between ultra high net worth and high net worth, and then mass affluent is so exciting. Better, more robust planning is good for our industry overall. Obviously there’s a huge amount of demand on the tax side of things, particularly the 1040. It’s easy to find a CPA to do the cool complex stuff. It’s increasingly more challenging for advisors. That’s an area that I know a lot of firms have leaned into. We’re certainly doing a lot of work. But so much of this, Jason, is showing up at the right time for clients with the resources. It’s a really interesting conversation about, yes, you have to do more for your clients, but you don’t have to do more for all your clients at exactly the same time. Jason Diamond: That’s well said. The flip side of that is as an advisor, because ultimately the advisors are the ones making this decision. There are a lot of firms, and not even just firms that you would be competitors with, because the reality is you and I understand the industry landscape and where various firms fit in. For many advisors, it’s a long list of various firm names that they’ve heard. So what are some things that you think advisors should be asking a firm like you or a business development person at your firm to suss this out? How does an advisor go about understanding if a platform is empty or is really going to be able to deliver in all these areas? Shannon Spotswood: Remember back in the day when the Wall Street Journal used to run have a monkey throw a dart and see if you can beat the pros on stock picking? I love to do that with regards to our advisors. We always tell our prospects, “Throw a dart at any advisor that’s affiliated with RFG and call them. Certainly we can provide a list of advisors who we think you’re going to most align with in terms of what your growth ambitions are or the way you want to run your business or who you are, life stage, all the rest of it.” But I do think that getting that unfiltered experience, the good, the bad, the ugly. We always are like, “Are we perfect? Absolutely not. Do we though immediately want the feedback so that we can iterate to excellence to get better? Absolutely. Get that firsthand testimony.” So that’s number one. Number two is don’t tell me, show me. There are so many, and it always pulls at my heart because as much as I love to win business and transition advisors, and I think that we’re working certainly at RFG on some really interesting technology that is anchored around removing that friction and fear by speeding up the time that you can make that transition in. And the tech is finally there to allow for this. So I think we’re going to be able to take variable number two and at least make that box a little bit smaller. But if I’m sitting as an advisor, I would want to see the evidence. Show me how you’ve solved the problems that advisors have brought to you. How have you refined your tech stack? How have you invested in your team? How have you made the decisions where the ROI can be measurable and tangible? And I think too often I’m surprised that advisors get, it’s almost as if they get overwhelmed by the amount of information that they’re taking in trying to compare all these different firms. If I’m ever asked, I’m like, please work with a third-party recruiter. You need someone not only to act as an interpreter, but you need someone to help really keep your top three priorities at the front of your decision-making matrix, because it really is apples to oranges to orangutans and you get decision fatigue. And then advisors end up making this decision that is anchored in like, well, this is the highest payout, and I’m willing to take all of these sacrifices and paper cuts for this highest payout. And that is just such a travesty. So it’s like, know what you want. What are your top three problems that you’re trying to solve? Talk to advisors that you get to pick just so you can do some secret shopping, and then demand evidence of how the firm, the platform has responded to feedback and gotten better as a result because that will tell you, are they really going to walk the walk or are they just going to talk the talk? Jason Diamond: I’m super grateful that you gave specifics there because it’s an easy question to dodge and talk around. So I completely agree. Your first answer, actually all three of those points you just made, but certainly doing name-blind calls, and I say name-blind because advisors worry about confidentiality. I think that’s one of the best and most underrated tools to learn about a firm is advisors now have so many colleagues. There’s been this diaspora of advisors where advisors know advisors everywhere. And that’s a benefit if you wanted to go and just network and have conversations with other advisors on your own. But if you’re worried about confidentiality, there’s certainly the mechanisms, and we do this all the time for advisors to set up name-blind calls. You dial into a conference line, it’s John Smith, and you pick an advisor’s brain and say, “Hey, you moved your book from LPL to RFG, and tell me what that experience was like and what were the positives? Give me all the negatives.” To your point, you want advisors to ask those questions in advance. It’s better to ask those questions than to end up in the wrong marriage with the advisor. Shannon Spotswood: Absolutely. And the other thing is what an easy answer to BS around is tell me who’s a good fit for your firm. And it’s like, “Everyone’s welcome here.” Jason Diamond: Everybody. Yeah. Shannon Spotswood: It’s just not true. RFG is not a good fit for an advisor who is not open to using technology, who is not interested in outsourcing investment management, who doesn’t want to have a conversation about how are you spending your time and do you want to create enterprise value? Do you want to grow? So it really is important to have that vulnerability and that honesty and the answer to that question. Jason Diamond: I love it. We have time for one more. I can’t believe it’s been almost an hour. Shannon Spotswood: I know, it flies by. Jason Diamond: We speak with plenty of advisors who aren’t considering a move, but I’m interested. I think you have a really nice lens into the industry. What is one thing you wish advisors knew? You have a megaphone to just talk to advisors who maybe are considering change, but maybe aren’t. What’s the questions they should be thinking about? What keeps you up at night? Just what would be your public service announcement? Shannon Spotswood: I’m going to focus on the friction and fear because that’s the number one barrier to making a move is PTSD, either first person PTSD or the collective negative experience that the industry has had. It took me 90 days to transition. I got sued by my former firm. I lost all these clients. I didn’t have income. The wise tales of fear are very widely trafficked and widespread. And what I would say to an advisor is everything you want is on the other side of fear. And I look at all of this data that suggests exactly the opposite, which is you have the relationship with the client. You have the trust with the client. You are the one who they call on Sunday night when they need a shoulder to cry on or sage advice for making a decision. Just believe it with the core of your being because what we see is 99% of assets transition, whether it’s a restrictive transition or you’re taking full data, that the majority of assets are transitioning within 30 days, that this is still a free country, and you can make a move while honoring your contract around non-solicitation, non-competes, and non-associations. So it is like this fear of holding advisors back is preventing them from realizing and monetizing this enterprise value, but equally as importantly, loving their business. Have fun. This should be fun. We spend the majority of our life at work. And so being able to surround yourself with people who win when you win, with a team who’s aligned and isn’t just drudgery with all their operations compliance headaches that they’re dealing with. Your team deserves to be happy. You deserve to be happy. And that fear factor is holding so many advisors back. So that’s my advice is that it just doesn’t have to play out that way. And I think not just at RFG, collectively where we are as an independent industry with technology, with the way that AI is changing and our ability to harness data and business intelligence, getting to that point of next best action, how am I spending my time, how am I realizing, what is the blueprint for realizing my growth goals is more tangible now than ever. That’s immediately where I go. Jason Diamond: I’ve never been an advisor. I’ve never had a book of business, so I don’t want to minimize the fear, but I will say this. If we speak to advisors, let’s say a year post-transition, by far the number one thing we hear from them is, “I wish I did this sooner.” Shannon Spotswood: Wish I did it sooner. Jason Diamond: And that to me is the most telling data point there is to your point about fear and getting over it. Shannon Spotswood: So I do this exercise all the time with our team as we’re onboarding advisors is I want you to go home and look at your spouse and tell them, “I’m going to leave my job. I have no certainty that everything is going to work out. We might not receive any kind of compensation. Are you cool with that?” Walk that emotional journey. And while there’s plenty obviously that we can do with Capital Solutions to ease the financial fear associated with it, I still think at the baseline, it’s a great exercise to keep everyone very humble. You are asking an advisor to take their life’s work. And someone was sharing this analogy with me the other day and I was like, “Oh my gosh, that’s so good,” which is imagine moving houses. It’s such a hassle packing up moving one house. Now imagine moving 400 households or 1,200 households. It’s a lot, but I always hear the same thing, “I wish I’d done it sooner.” Jason Diamond: Thank you for sharing. You had some really sage wisdom that you shared with our audience. I can’t wait to see the next chapter, the continuation of the J-curve. This has been a fantastic episode, Shannon. Thank you. Shannon Spotswood: I love being with you, Jason. Thank you so much. We appreciate it. 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.   Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition re

We Zoomed in Bob Loudermilk on our Special; Second Half Expo OSJ Rise & Thrive Radio Hour!Bob Loudermilk is a lifelong entrepreneur, inspirational speaker, and cofounder of the Second Half Expo along with myself/ The Oklahoma Senior Journal Magazine & Radio!Bob is also the author of the recently published book: NEVER RETIRE: Reinvent Yourself for Life's Second Half. www.NeverRetire.life Through his books, workshops, mission work, and keynote presentations, Bob encourages others to trade retirement for reinvention—and to live boldly, give generously, and finish strong.This OSJ Radio Hour is dedicated to the 6th annual secondhalfexpo.com at the National Cowboy and Western Heritage Museum on October 17 from 8 AM to 1 PM.If you'd like to be a Vendor/ Sponsor, Breakout Session or RSVP to attend, please go to: secondhalfexpo.com.The OSJ radio will have a live remote from the Second Half Expo as well as Keynote speakers, entertainment, lunch, and snacks along with 135 vendors. There will be stuffed Takeaway bags at no cost and you will be able to tour the museum after the expo for free! We will also have free parking and shuttles.Bob Loudermilk Bob Loudermilk has been in the Event business for over 25 years. After selling his trade show business in Kansas, he and his family moved to Edmond, Oklahoma.Bob was not ready to retire, and so he began researching the 50+ market where he saw a need to create a quality Expo for seniors. An even that is focused on sharing local resources and connecting people with organizations for a variety of aging topics.After meeting Robin Gunn, a decision was made to work together in launching the Second Half Expo. And that brings us to today…as we prepare for our 6th ANNUAL Second Half Expo.never retire bookEXPO logo 2026 Robin and TippyRobin and TippyRobin Gunn is the owner and publisher of the Oklahoma Senior Journal, serving as its publisher, editor, radio host, and app editor. Since founding the publication in 1993, her goal has been all about connecting Oklahoma's 50-plus community and their families with trusted resources and local businesses.Robin's heart for serving older adults grew from her own family's caregiving experiences. Under her leadership, the OSJ has grown into the state's leading senior-focused media brand, reaching audiences through its magazine, weekly radio show, mobile app, website, e-newsletters, and the Second Half Expo.Join Us October 17, 2026Learn more at secondhalfexpo.com or contact Robin at 405-816-7889

What Does “Aging in Place” actually mean — and when does it stop being realistic?Aging in place simply means staying in your own home as you get older, with the right support — it's not an all-or-nothing choice. But sometimes the home itself starts working against you: stairs become a fall risk, upkeep piles up, or help just isn't nearby. The goal isn't to talk anyone out of their home — it's to help families notice honestly when the home has stopped fitting the life.Alan Norton (pictured left) founded Heritage Home Solutions to help seniors across the OKC metro — Edmond, Yukon, Norman, and Midwest City.At the Oklahoma Senior Journal, we vet everyone that airs on the OSJ radio show, appears in the Oklahoma Senior Journal, and on OSJ digital media. You can depend on who we refer to the 50+, their adult children, family, and professional caregivers.One question Alan answers on this week's OSJ Radio Hour: what are the warning signs that a home isn't a good fit for someone anymore?Common signs include struggling with stairs, a yard or repairs, or isolation. None of this reflects poorly on the person — homes are built for a season of life, and needs simply shift over time. Naming these signs early gives families options instead of a crisis decision later.Alan Norton, is a fourth-generation Oklahoman born and raised in Oklahoma City. He founded Heritage Home Solutions to help seniors across the OKC metro — Edmond, Yukon, Norman, and Midwest City — through one of life's biggest transitions.Whether it's a direct, hassle-free home sale or practical updates for aging in place, Heritage Home Solutions offers straightforward help from someone who knows this community firsthand.Contact Alan Norton(405) 393-4168Mon-Fri 8am-6pmweb: heritagehomesolutions.infoalan@heritagehomesolutions.infoServing Oklahoma City Metro & 30-mile radius

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

Building an OSJ sounds like the obvious move if you want a bigger valuation. Frank LaRosa says that logic is exactly what's costing advisors their multiple. Frank and Stacey open with a question most advisors never actually ask themselves before recruiting other advisors into their practice. What is your unique ability and is managing people part of it? Frank shares a story from a coaching client who built out an OSJ, then found himself spending his day solving other people's problems instead of doing the work that made him successful in the first place. That shift from servicing clients to servicing advisors is one of the biggest hidden costs in this model. From there, the conversation turns to ownership. Frank explains why collecting an override on another advisor's business will never get you the same financial advisor multiple as owning the revenue outright and why some of the most successful firms in the industry deliberately choose not to play that game. The episode wraps with a challenge for any advisor thinking about their next move. Stop building toward what you think you're supposed to build and start building around what you're actually great at.   Questions answered in this episode include: What is your unique ability as a financial advisor? Should you build an OSJ or focus on growing your own practice? What's the difference between owning revenue and owning an override? Why do advisors get a lower multiple when they don't own the underlying business? What's the difference between a vertical business and a horizontal business? Why are financial advisors more demanding to service than clients? How do you decide what your business should look like as it grows?   Chapters: 00:00 Introduction: To Build an OSJ or Not to Build 01:10 What Is Your Unique Ability as an Advisor 03:23 Why an OSJ Has to Earn Your Trust Every Day 06:43 The Multiple Advisors Are Leaving on the Table 07:31 Vertical Business vs Horizontal Business 12:55 Don't Get Trapped by the Enterprise Fad 14:13 Do What You Love or Make Money Being Miserable 17:23 How to Reach Elite Consulting Partners   Learn more about Elite and our resources: - Elite Consulting Partners: https://eliteconsultingpartners.com - Elite Marketing Concepts: https://elitemarketingconcepts.com - Elite Advisor Successions: https://eliteadvisorsuccessions.com - JEDI Database Solutions: https://jedidatabasesolutions.com - Elite Wealth Management Insights Report: https://eliteconsultingpartners.com/insight-report - Listen to more: https://eliteconsultingpartners.com/podcasts/ - LinkedIn: https://www.linkedin.com/company/elite-consulting-partners/

Certified Financial Planner and Host, Bryan Kuderna, shares a recap of the first half of 2026. He discusses stock market returns, including the best and worst stocks so far this year, economic trends including inflation, unemployment, and The Fed's outlook, tax updates, and a review of the personal insurance marketplace. Data is provided by Yahoo Finance, BLS CPI and employment report, BEA GDP and IMF-based GDP rankings, IRS OBBB provisions, IRS 2026 inflation adjustments, IRS retirement plan limits, LIMRA Life Insurance Q1 2026, and Gen Re disability market survey. This episode is brought to you by, "Simply Wealthy: The Four Step Plan for Financial Freedom", available wherever books are sold. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194 

Key topics include: -The core differences between direct affiliation and OSJ / enterprise models. -Why payout percentages don't tell the full financial story. -How scale, support, and service models impact long-term net income. -When outsourcing operations can accelerate growth - and when it doesn't. -How larger teams and solo practitioners should think differently about affiliation. -Why affiliation decisions are business decisions, not just platform decisions. Whether you're considering independence for the first time, reassessing your current setup, or planning your next stage of growth, this episode offers a clear, practical framework to help you evaluate your options and avoid costly mistakes. Learn more about our companies and resources: -Elite Consulting Partners | Financial Advisor Transitions: https://eliteconsultingpartners.com -Elite Marketing Concepts | Marketing Services for Financial Advisors: https://elitemarketingconcepts.com -Elite Advisor Successions | Advisor Mergers and Acquisitions: https://eliteadvisorsuccessions.com -JEDI Database Solutions | Technology Solutions for Advisors: https://jedidatabasesolutions.com   Listen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/

Avid VillagesOKC Volunteer & Member Johnina (Johni) Wardwell of Yukon, Oklahoma joins us to tell us all about VillagesOKC.org (A Plan, Not a Place) For readers and listeners of the Oklahoma Senior Journal who may not be familiar with VillagesOKC, join us as we visit with Johni and learn about the organization's mission and who it serves. VillagesOKC is part of the larger network, a global movement that began 25 years ago in Boston, MA. It started with a few neighbors who wanted to remain in their own homes and didn't want to lean on their family (or had no family.)Our Village in OKC is the only one in the state of Oklahoma and is focused on education, connection, volunteering, and providing trusted resources from handymen to caregiver support.Listen to this OSJ radio hour! and read about VillagesOKC in the current OSJ magazine on page 53. (It's the 34th year of OSJ in print!)Johni, VillagesOKCJohnina (Johni) Wardwell grew up in southern Indiana and was married to Major Loren Wardwell for 55 years. A lifelong educator, community advocate, and avid VillagesOKC volunteer, she has served in every community she's called home. Since moving to Yukon in 2019, Johni has found VillagesOKC to be a meaningful way to stay engaged, serve others, and make a difference.

Geoffrey Cain is an award-winning American journalist and author, writing about geopolitics, national security, and technology. His work has been featured in The Economist, Time, Wired, and The Wall Street Journal. He is a regular commentator on Bloomberg TV, BBC, CNN, and NPR. Cain served as an advisor to the United States House Foreign Affairs Committee, a term member of the Council on Foreign Relations, was a former senior fellow for advanced critical emerging technologies at Foundation for American Innovation and was a visiting senior fellow at the GeoTech Center at the Atlantic Council. His books include Samsung Rising, The Perfect Police State, and most recently-- Steve Jobs in Exile. Learn more at https://geoffreycain.net/. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    #8948580.1 exp. 5/28  

Thomas Lamb is an internationally recognized entrepreneur and executive in the resource sector. He's currently the CEO of Myriad Uranium Corp and is leading the advancement of one of the most historically significant uranium districts in the United States. The Copper Mountain Project in Wyoming encompasses over 18,000 acres and is underlain by an estimated uranium endowment exceeding 600 million pounds. He's also the CEO of J2 Metals Inc., overseeing a diversified exploration portfolio spanning three jurisdictions in Mexico, Canada, and Alaska. His work has spanned uranium, gold, cobalt, and critical minerals across North America, Mexico, Russia, and Africa. He has a MSc from London Business School and law degree from the University of British Columbia. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    #8933524.1 exp. 5/28

Host and Certified Financial Planner, Bryan Kuderna, discusses the ten most impactful tax cuts and hikes in U.S. history. With top federal marginal tax rates ranging from 7% in 1913 to 94% in 1994 to 37% in 2026, the tax code has evolved through wars, depressions, bear markets, and bull markets to address federal budget deficits and at one time surpluses. Kuderna concludes with some tips regarding Roth retirement options as a valuable tax hedge. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    #8902037.1 exp. 4/28

With Tax Day right around the corner, Laura and Kevin take a hard look at a question a lot of high earners quietly avoid: if you're making great money in tech, why aren't you actually on track to retire?Haley Gray, CFP®, joins the pod to break down the gap between income and real wealth. She explains how strong salaries can create a false sense of security, especially when taxes, lifestyle creep, and equity compensation complicate the picture more than people expect. The conversation digs into how rapid income growth subtly reshapes spending habits, often locking people into a higher cost of living before they've built a solid financial foundation. Haley also unpacks the realities of equity comp, from RSUs to stock options, and why having too much tied up in one company can create risk that's easy to overlook when things are going well. With a practical, no-nonsense approach, Haley walks through what “retirement readiness” actually means, how often people should be checking in on their progress, and the moment of truth many face when they finally run the numbers.The big takeaway: making good money isn't the same as building wealth. But with a few smart moves, starting now, it's possible to get on track faster than most people think.Haley Gray is a CFP® professional and Financial Advisor at Stellarix Group, where she works with professionals in technology and other fast-paced industries to navigate complex financial decisions with clarity and confidence. Her work focuses on retirement planning, tax strategy, and long-term wealth building, with an emphasis on areas that are especially relevant for tech professionals, such as equity compensation, variable income, and concentrated stock positions. Haley brings a modern, practical perspective to financial planning, helping clients simplify complexity and make smarter decisions with their money over time. She is known for her practical, education-first approach, helping clients focus on what actually matters and make confident financial decisions without unnecessary complexity. Her goal is to help clients build strong financial foundations that support both their careers and their long-term goals.Haley Gray is a registered representative of and offers securities and investment advisory services through qualified MML Investors Services, LLC. Member SIPC. OSJ: 2000 S Colorado Blvd, Tower 2, Ste 800, Denver, CO, 80222-7952, (303) 692-8183. The Stellarix Group is not a subsidiary or affiliate of MML Investors Services, LLC or its affiliated companies. CA Insurance License #4087390

The Yukon Senior Games is coming to Yukon, Oklahoma on April the 10th – 18th, 2026 … it's a 1980's theme this year!The opening ceremonies are on April 10th with a big 80s festival! The opening ceremonies are free— free food, entertainment, and socialization. You can't get more “RAD” than that! This is a very entertaining event and it's all about community involvement—whether you are a competitor or spectator. It's a great time to be social and move those bodies!The Oklahoma Senior Journal is a proud sponsor to the Yukon Senior Games and the OSJ magazines will be handed out at the events! Mark your calendar for this community event & participate in activities—corn hole, basketball, track and field, and Pickleball just to name a few! Go To: yukonok.gov/fun or call 405.350.8937 to see or inquire about all the events and activities. Sign up to participate for only $15 and $5 per competition you enter! Win -Win!!!Patrick LangleyPatrick Langley is a Special Operations Supervisor for the City of Yukon Parks and Recreation Department, where he leads the planning and execution of major community events. Known for his creativity and commitment to public service, he focuses on building experiences that strengthen community engagement and enhance the quality of life for residents.Kyle HawsKyle Haws is a hands-on event producer and Special Events Coordinator for the City of Yukon, Oklahoma. With over 15 years in municipal events, live audio, and broadcast operations, he excels at turning big ideas into seamless community experiences. A lifelong music enthusiast, Kyle aims to create meaningful gatherings that bring people together and make Yukon feel like home.Go To: yukonok.gov/fun or call 405.350.8937

The Yukon Senior Games is coming to Yukon, Oklahoma on April the 10th – 18th, 2026 … it's a 1980's theme this year!The opening ceremonies are on April 10th with a big 80s festival! The opening ceremonies are free— free food, entertainment, and socialization. You can't get more “RAD” than that! This is a very entertaining event and it's all about community involvement—whether you are a competitor or spectator. It's a great time to be social and move those bodies!The Oklahoma Senior Journal is a proud sponsor to the Yukon Senior Games and the OSJ magazines will be handed out at the events! Mark your calendar for this community event & participate in activities—corn hole, basketball, track and field, and Pickleball just to name a few! Go To: yukonok.gov/fun or call 405.350.8937 to see or inquire about all the events and activities. Sign up to participate for only $15 and $5 per competition you enter! Win -Win!!!Kyle HawsKyle Haws is a hands-on event producer and Special Events Coordinator for the City of Yukon, Oklahoma. With over 15 years in municipal events, live audio, and broadcast operations, he excels at turning big ideas into seamless community experiences. A lifelong music enthusiast, Kyle aims to create meaningful gatherings that bring people together and make Yukon feel like home.Patrick LangleyPatrick Langley is a Special Operations Supervisor for the City of Yukon Parks and Recreation Department, where he leads the planning and execution of major community events. Known for his creativity and commitment to public service, he focuses on building experiences that strengthen community engagement and enhance the quality of life for residents. Calendar of Eventswww.yukonok.gov/fun 405.350.8937

Key topics include:-The core differences between direct affiliation and OSJ / enterprise models.-Why payout percentages don't tell the full financial story.-How scale, support, and service models impact long-term net income.-When outsourcing operations can accelerate growth - and when it doesn't.-How larger teams and solo practitioners should think differently about affiliation.-Why affiliation decisions are business decisions, not just platform decisions.Whether you're considering independence for the first time, reassessing your current setup, or planning your next stage of growth, this episode offers a clear, practical framework to help you evaluate your options and avoid costly mistakes.Learn more about our companies and resources:-Elite Consulting Partners | Financial Advisor Transitions: https://eliteconsultingpartners.com-Elite Marketing Concepts | Marketing Services for Financial Advisors: https://elitemarketingconcepts.com-Elite Advisor Successions | Advisor Mergers and Acquisitions: https://eliteadvisorsuccessions.com-JEDI Database Solutions | Technology Solutions for Advisors: https://jedidatabasesolutions.com  Listen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/

Listen to our recording of the OSJ remote from The Santa‘s Market on Saturday the 22nd from 9:05AM to 10 AM on 96.9 FM Freedom Talk Radio!Featured beside Garth Brooks is Joan Clarke, cofounder of The Santa

Host and Certified Financial Planner, Bryan Kuderna, delves into the "Buy, Borrow, and Die" strategy, a financial approach to minimize taxes. After three straight years of high stock market returns, investors should be aware of how to use their portfolio most efficiently. He discusses capital gains taxes, the benefits of long-term investing, tax loss harvesting and "wash sale" rules, step-up in basis for heirs, and the strategic use of donor-advised funds. This episode is brought to you by Weekly Wealthy Wisdom, my free e-newsletter. Go to www.bryankuderna.com to sign up now! This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194 

Disability insurance may feel like just another thing physicians have to figure out. Like a retirement account, your employer may offer a plan, but that is almost never enough to cover your bases. Nate Reineke and Ben Utley are joined by Lawrence B. Keller, CFP®, CLU®, ChFC®, RHU®, LUTCF (or Larry to us). From his New York office, he's been working with doctors for more than 30 years. We break down when an individual, private policy is necessary, and when in your career you can consider dropping your policy. Be sure to listen to the end, where Larry explains the most common mistake he sees physicians make and how shopping for an agent, rather than a policy, can help you save on your premiums. If you'd like to work with Larry, you can reach him at lkeller@physicianfinancialservices.com or by phone at 516-677-6211. Are you ready to turn worries about taxes and investing into all the money you need for college and retirement? It's time to make a plan and get on track. To find out if we're a match visit physicianfamily.com and click get started or, you can ask a question of your own by emailing podcast@physicianfamily.com. See marketing disclosures at physicianfamily.com/disclosures This podcast is intended for general public use and is for informational purposes only. The Physician Family Finances podcast is not affiliated with or endorsed by Park Avenue Securities, Guardian, or Physician Financial Services and opinions stated are their own. Lawrence B. Keller is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 355 LEXINGTON AVE, 9TH FLOOR, NEW YORK NY, 10017, 212-261-1850. Securities, products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Physician Financial Services is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #0C37340, AR Insurance License #1057229. 7545285.4 Exp 8/27

Show Highlights Include:  -The defining lines between practitioner, business owner, and enterprise - risk, control, and who pays the rent.  -Why choosing a new firm should solve for tomorrow, not just today's pain point.  -Scale comes from systems, automation, and delegation (think “Who Not How”) - not from doing more yourself.  -Act “as if” now: build processes at $800k that can carry you to multiples of that revenue.  -Inorganic growth tips: start smaller on your first deal and look for conversion opportunities in transaction-heavy books.  -Matching your vision to the right platform (including enterprise/OSJ models) and the size of the “pond” you're fishing in.  Advisors often chase short-term fixes and then outgrow their platform. Frank and Stacey show how clarifying your end state first informs smarter decisions on staffing, tech, firm selection, and acquisitions - so you don't have to move twice.

Hour 1 for 8/11/25 Drew was joined by Michael New to discuss a pro-life attacker who got a light sentence (13:58). Then, Ambassador Joseph Cella covered the upcoming Trump/Putin meeting (28:57). Finally, Fr. Matthew Spencer, OSJ updated the listeners on his health journey after his brain hematoma (42:32). Links: https://x.com/michael_j_new Fr. Spencer Email: mspencer@osjusa.org

Key highlights include:-Why every OSJ is claiming “growth support” - and how to prove yours is different.-The importance of building a defined support team, not just a friendly face.-The role of succession planning, niche services, and event programming in advisor attraction.-How to shift your firm from “we say we do this” to “here's exactly how we do it”.-Why advisors must treat this like the business decision it is - not just follow their friends.Whether you lead a large enterprise group or are exploring where to affiliate next, this episode delivers timely insights on how to create - and evaluate - a truly supportive advisor ecosystem.

Discover how Concurrent is empowering RIAs with scalable solutions, autonomy, and strategic investments to drive business growth and enhance client service.   In this episode of Sharkpreneur, Seth Greene talks with Nate Lenz, co-founder and CEO of Concurrent, a platform created to support independent wealth management firms. Nate explains how Concurrent has evolved from a consulting firm to a leading force in the RIA space, managing over $13 billion in assets. He discusses how Concurrent helps RIAs grow by providing crucial back-office support, technology, and even minority equity investments. If you're an advisor aiming to expand or shift to independence, this episode offers useful insights into how Concurrent's innovative platform can boost your practice.   Key Takeaways: → How Concurrent helps independent advisors gain the benefits of scale without sacrificing autonomy. → The role of technology, compliance, and operations in enabling advisors to focus on client relationships. → The strategic investment model and how Concurrent is offering minority equity stakes in affiliated RIAs. → Insights into the cultural shift in the wealth management space, with more firms leaving traditional models for independence. → The challenges and rewards of scaling an RIA platform and attracting top talent in a competitive market.   Nate Lenz is the CEO and Co-Founder of Concurrent, a $7 billion OSJ-turned-RIA recognized as an InvestmentNews Best Place to Work in 2023. With over a decade of experience in the financial industry, Nate has built his career around supporting and empowering independent financial advisors to succeed without relying on traditional big-firm backing. Before launching Concurrent, he was Co-Founder and Managing Partner at I&A Consulting, specializing in mergers, acquisitions, and advisor recruiting. Earlier in his career, Nate served as Vice President of Succession Planning & Acquisitions at Raymond James Financial Services, where he led an in-house consulting team supporting more than 4,000 independent advisors. His experiences have fostered a strong commitment to helping advisors grow their businesses and navigate every stage of the entrepreneurial journey.   Connect With Nate: Website Instagram Facebook LinkedIn   Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover how Concurrent is empowering RIAs with scalable solutions, autonomy, and strategic investments to drive business growth and enhance client service.   In this episode of Sharkpreneur, Seth Greene talks with Nate Lenz, co-founder and CEO of Concurrent, a platform created to support independent wealth management firms. Nate explains how Concurrent has evolved from a consulting firm to a leading force in the RIA space, managing over $13 billion in assets. He discusses how Concurrent helps RIAs grow by providing crucial back-office support, technology, and even minority equity investments. If you're an advisor aiming to expand or shift to independence, this episode offers useful insights into how Concurrent's innovative platform can boost your practice.   Key Takeaways: → How Concurrent helps independent advisors gain the benefits of scale without sacrificing autonomy. → The role of technology, compliance, and operations in enabling advisors to focus on client relationships. → The strategic investment model and how Concurrent is offering minority equity stakes in affiliated RIAs. → Insights into the cultural shift in the wealth management space, with more firms leaving traditional models for independence. → The challenges and rewards of scaling an RIA platform and attracting top talent in a competitive market.   Nate Lenz is the CEO and Co-Founder of Concurrent, a $7 billion OSJ-turned-RIA recognized as an InvestmentNews Best Place to Work in 2023. With over a decade of experience in the financial industry, Nate has built his career around supporting and empowering independent financial advisors to succeed without relying on traditional big-firm backing. Before launching Concurrent, he was Co-Founder and Managing Partner at I&A Consulting, specializing in mergers, acquisitions, and advisor recruiting. Earlier in his career, Nate served as Vice President of Succession Planning & Acquisitions at Raymond James Financial Services, where he led an in-house consulting team supporting more than 4,000 independent advisors. His experiences have fostered a strong commitment to helping advisors grow their businesses and navigate every stage of the entrepreneurial journey.   Connect With Nate: Website Instagram Facebook LinkedIn   Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover how Concurrent is empowering RIAs with scalable solutions, autonomy, and strategic investments to drive business growth and enhance client service.   In this episode of the Registered Investment Advisor Podcast, Seth Greene speaks with Nate Lenz, co-founder and CEO of Concurrent, a platform created to support independent wealth management firms. Nate explains how Concurrent has evolved from a consulting firm to a leading force in the RIA space, managing over $13 billion in assets. He discusses how Concurrent helps RIAs grow by providing crucial back-office support, technology, and even minority equity investments. If you're an advisor aiming to expand or shift to independence, this episode offers useful insights into how Concurrent's innovative platform can boost your practice   Key Takeaways: → How Concurrent helps independent advisors gain the benefits of scale without sacrificing autonomy. → The role of technology, compliance, and operations in enabling advisors to focus on client relationships. → The strategic investment model and how Concurrent is offering minority equity stakes in affiliated RIAs. → Insights into the cultural shift in the wealth management space, with more firms leaving traditional models for independence. → The challenges and rewards of scaling an RIA platform and attracting top talent in a competitive market.   Nate Lenz is the CEO and Co-Founder of Concurrent, a $7 billion OSJ-turned-RIA recognized as an InvestmentNews Best Place to Work in 2023. With over a decade of experience in the financial industry, Nate has built his career around supporting and empowering independent financial advisors to succeed without relying on traditional big-firm backing. Before launching Concurrent, he was Co-Founder and Managing Partner at I&A Consulting, specializing in mergers, acquisitions, and advisor recruiting. Earlier in his career, Nate served as Vice President of Succession Planning & Acquisitions at Raymond James Financial Services, where he led an in-house consulting team supporting more than 4,000 independent advisors. His experiences have fostered a strong commitment to helping advisors grow their businesses and navigate every stage of the entrepreneurial journey.   Connect With Nate: Website Instagram Facebook LinkedIn   Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover how Concurrent is empowering RIAs with scalable solutions, autonomy, and strategic investments to drive business growth and enhance client service.   In this episode of the Registered Investment Advisor Podcast, Seth Greene speaks with Nate Lenz, co-founder and CEO of Concurrent, a platform created to support independent wealth management firms. Nate explains how Concurrent has evolved from a consulting firm to a leading force in the RIA space, managing over $13 billion in assets. He discusses how Concurrent helps RIAs grow by providing crucial back-office support, technology, and even minority equity investments. If you're an advisor aiming to expand or shift to independence, this episode offers useful insights into how Concurrent's innovative platform can boost your practice   Key Takeaways: → How Concurrent helps independent advisors gain the benefits of scale without sacrificing autonomy. → The role of technology, compliance, and operations in enabling advisors to focus on client relationships. → The strategic investment model and how Concurrent is offering minority equity stakes in affiliated RIAs. → Insights into the cultural shift in the wealth management space, with more firms leaving traditional models for independence. → The challenges and rewards of scaling an RIA platform and attracting top talent in a competitive market.   Nate Lenz is the CEO and Co-Founder of Concurrent, a $7 billion OSJ-turned-RIA recognized as an InvestmentNews Best Place to Work in 2023. With over a decade of experience in the financial industry, Nate has built his career around supporting and empowering independent financial advisors to succeed without relying on traditional big-firm backing. Before launching Concurrent, he was Co-Founder and Managing Partner at I&A Consulting, specializing in mergers, acquisitions, and advisor recruiting. Earlier in his career, Nate served as Vice President of Succession Planning & Acquisitions at Raymond James Financial Services, where he led an in-house consulting team supporting more than 4,000 independent advisors. His experiences have fostered a strong commitment to helping advisors grow their businesses and navigate every stage of the entrepreneurial journey.   Connect With Nate: Website Instagram Facebook LinkedIn   Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Horizon Advisers Unleashed, Alex Dinser sits down with his friend and business partner Michael Messer for a candid and insightful conversation about what it really takes to grow a successful business in the financial services world.Michael shares his journey from advisor to OSJ (Office of Supervisory Jurisdiction), detailing the lessons learned along the way and how his leadership role has evolved. Together, they explore the challenges of scaling a business, supporting other advisors, maintaining compliance, and fostering a culture of trust and growth.Whether you're an advisor looking to grow your practice or a business owner focused on leadership and structure, this episode is packed with real-world experience and practical wisdom.

Show Notes: Special Needs Financial Planning (Part 2) — The Autism Dad Podcast In this episode of The Autism Dad Podcast, Rob Gorski continues the special needs financial planning series with guest Katy Bryan from Skylight Financial Group. Katy specializes in helping families of children with disabilities plan for the future and shares key steps to prepare for your child's transition to adulthood. Rob and Katy discuss why everything changes at age 18: managing assets under $2,000, understanding Social Security benefits (SSI/SSDI), and navigating Medicaid. They explore common questions around special needs trusts, guardianship, and power of attorney, and offer tips for finding a financial or estate planner with real disability expertise. Rob shares his own family's journey—the struggles, learning curves, and how resources like vocational programs made a difference for his kids. Highlights: Social Security (SSI/SSDI) eligibility after 18 Managing assets and income to maintain Medicaid/benefits Special needs trusts, guardianship, and power of attorney The value of working with planners who “get” disability families Building a sustainable budget and future plan for your child How to access local job training and support resources Guest Info: Katy Bryan, Skylight Financial Group Email: kbryan@financialguide.com Thank You to This Week's Sponsors: Safe Place Bedding Safe Place Bedding creates portable, durable beds for children and adults with special needs. Their new Safe Place Bedding 300 offers advanced monitoring for safer, better sleep. Learn more at safeplacebedding.com. Autism 360 Autism 360 provides families with practical tools and expert guidance for therapy, education, and everyday life—personalized to help your child thrive. Discover more at autism360.com. Connect with Rob: Find more episodes, resources, and ways to connect at theautismdad.com. Have questions or feedback? Reach out through the website! If you found this helpful, please subscribe and leave a review—see you next week for part three! Disclaimer: Catherine Bryan is a registered representative of and offers securities and investment advisory services through MML Investor Services, LLC, member SIPC, OSJ, 1956 Carter Road, Suite 200, Cleveland, Ohio 44113, Phone: (216) 621-5680. California Insurance License #4175736. The information in this podcast is not a recommendation and is not intended as financial, tax, legal, or estate planning advice. You should seek guidance from a qualified financial advisor, accountant, and attorney regarding your personal situation.

CFP and host, Bryan Kuderna, discusses the history of Social Security and the current state of the entitlement before explaining how Social Security benefits get taxed. The episode concludes with several tips to mitigate Social Security taxes in retirement. For more information on Social Security, head to https://www.ssa.gov. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194

What happens when life throws you a curveball—loss, divorce, or the blending of families—and suddenly your finances feel just as uncertain as your emotions?On Wisdom and Wealth, financial expert and widow-turned-warrior Donna Kendrick guides you through the real-life challenges of navigating money during major life transitions. Whether you're reeling from grief, building a new family, or trying to regain your financial footing, Donna brings the knowledge and empathy you need to move forward with confidence. Each episode delivers honest conversations, actionable advice, and a compassionate roadmap to help you make wise decisions during unsteady times. With guests from the worlds of finance, mental health, and personal transformation, this show is your go-to resource for finding clarity, strength, and yes—even peace—in the middle of life's messiest seasons. Because when everything changes, your financial future doesn't have to fall apart. Donna Kendrick, CFP®, is a financial advisor, author, speaker, and podcast host who turned personal tragedy into purpose. After the sudden loss of her husband in 2013, Donna found herself a widow with three young children—and a thousand unanswered questions. She rebuilt her life step by step and discovered how crucial financial clarity was during times of transition. Determined to help others facing similar upheavals, Donna became a CERTIFIED FINANCIAL PLANNERTM and founded Sephton Financial, a firm dedicated to supporting families in transition, including widows, divorcees, and blended families. Her firm has received the OSJ award for annual growth in 2022 and 2023, a testament to her impact and leadership. Donna is the author of two powerful guides: the #1 Amazon Best Seller A Guide to Widowhood: Navigating the First Three Years and the upcoming A Guide for Blended Families: Merging Assets and Navigating Financial Challenges (October 2024). She also hosts the Wisdom and Wealth Podcast, where she brings heart, honesty, and practical insight to those navigating life-altering change. A passionate long-distance runner, Donna channels her energy into fundraising for causes like Safe Harbor, a grief counseling organization for children. In 2022, she remarried and now embraces life in Jenkintown, PA, with her husband Jim, their six kids, and a small zoo's worth of beloved pets.Websites: sephtonfinancial.com & DonnaJeanKendrick.com Facebook: @DonnaJeanKendrickPodcast: Wisdom and WealthEmail: donna@sephtonfinancial.comTelephone Numbers: 215-948-3945 or 484-895-8629Instagram: @DonnaJeanKendrickYouTube: @DonnaJeanKendrickTikTok: @DonnaJeanKendrickBecome a supporter of this podcast: https://www.spreaker.com/podcast/i-am-refocused-radio--2671113/support.

Welcome to Part 1 of a powerful three-part series focused on special needs financial planning. In this episode, I'm joined by the amazing Katy Bryan, a Chartered Special Needs Consultant from Skylight Financial Group. Katy brings over 14 years of experience helping more than 250 families plan for their future. We're breaking things down into real, understandable steps—starting with the basics. This episode focuses on the early stages of the journey—from diagnosis (or even before) to preparing for the unexpected. We talk about what parents should start thinking about when they first realize their child may need lifelong support, and how to start planning financially without being overwhelmed. What We Cover: Why financial planning matters early in the special needs journey Common challenges families face right after diagnosis How and when to reach out to your county Board of Developmental Disabilities (DD) Understanding Medicaid, Social Security, and how income affects eligibility What a waiver is and why you want to get on the list ASAP Navigating stigma, burnout, and the lack of direction many parents feel The emotional toll of those early years—and why it's okay if you're not thinking long-term yet When to start thinking about special needs trusts, STABLE accounts, and other tools Katy helps parents shift from survival mode to building a solid financial foundation for the future—one step at a time. Whether your child just received a diagnosis or you're several years into the journey, this episode is full of validation, guidance, and real-world advice. Guest Info: Katy Bryan Chartered Special Needs Consultant, Skylight Financial Group

Bryan compares Trump's first term including the economic landscape, stock market, global conflicts, and tariff schedule to Trump's second term. He highlights the impact of initial tariffs against China and the Tax Cuts and Jobs Act on the stock market in 2017 and 2018. Many similarities between the two terms and their trade wars can offer insights to investors. This episode's content can be supplemented by a more historical view on economics in Bryan's book, "What Should I Do with My Money?: Economic Insights to Build Wealth Amid Chaos", available wherever books are sold. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194 

Host, Bryan Kuderna, puts on his CFP hat to discsuss the concept of tax loss harvesting, explaining its significance in investing and tax planning. He discusses how to offset capital gains with capital losses, the importance of understanding capital gains taxes versus income taxes, the wash sale rule, capital loss income tax deduction, and when to implement tax loss harvesting effectively.    Chapters 00:00- Introduction to Tax Loss Harvesting 13:20- When to Use Tax Loss Harvesting 24:46- Current Market Context and Strategy   Keywords: tax loss harvesting, capital gains, investment strategy, tax planning, financial advice, portfolio management, tax benefits, investment returns, market trends, financial education, cfp, kuderna   This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    7385803.1 exp. 11/26    

Mark Matson is the CEO of Matson Money, managing over $11 billion in assets. He is an entrepreneur, author, and innovator in the fields of investing science and financial education. Mark works with over 300 advisory practices across the U.S., Canada, and Puerto Rico. He is the author of "Experiencing The American Dream" and frequent contributor to Fox Business, CNBC, Yahoo Finance, and Bloomberg.   This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194  7347960.1 exp. 11/26

Kuderna provides a comprehensive analysis of the economic agendas of the 2024 presidential candidates, Kamala Harris and Donald Trump. He discusses key economic indicators such as unemployment, inflation, GDP, national debt, and the stock market, setting the stage for a detailed examination of each candidate's proposals. Harris's agenda focuses on increasing taxes on corporations and the wealthy while providing support for young families and first-time homebuyers. In contrast, Trump's agenda emphasizes tax cuts, deregulation, and a strong stance on international trade, particularly with China.   Chapters 00:00- Introduction to the Economic Landscape 10:37- Kamala Harris's Economic Agenda 17:10- Donald Trump's Economic Agenda 28:39- Concerns and Opportunities in Economic Policies   keywords: election 2024, economic agenda, Kamala Harris, Donald Trump, personal finance, unemployment, inflation, GDP, national debt, stock market     This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194    7245090.1 exp. 10/26

In this episode, Ellina Yin speaks with Dr. Angelica Cortez about the history and power of voting and civic participation, and a little bit about the Upcoming 2024 Elections.  Guest: Dr. Angelica "Gel" Cortez is a nonprofit executive, organizer, and leading voice in the Filipina/x/o American power building movement. Voted as a Silicon Valley Woman of Influence and 40 Under 40, she is the mind behind multiple civic and health equity campaigns across the state and nation. She is the current Executive Director of LEAD Filipino and first Senior Vice President of Justice, Equity, Diversity, and Inclusion (JEDI) for Pacific Clinics, the largest mental and behavioral health service provider in California. Additionally, she is the owner of FancyHeadz, a social enterprise that produces headwear and accessories to support health services in Southeast Asia. Check out OSJ's latest podcast project, you can find Only in Santa Clara wherever you get your podcasts and on YouTube. 2024 Voter Guides: https://linktr.ee/onlyinsj2024 Resources: ​Emancipation Proclamation (1863) ​Civil Rights Act (1866) ​Voting Rights Act (1965)  ​14th Amendment to the U.S. Constitution: Civil Rights (1868) ​15th Amendment to the U.S. Constitution: Voting Rights (1870) ​California Voting Rights Act  (2001) ​The California Voting Rights Act and Local Governments by David C. Powell, California State University, Long Beach  ​Post-Election Trends in County of Santa Clara https://data.sccgov.org/stories/s/m73k-nkyp  ​Pew Research Center, Voter Turnout 2018-2022 https://www.pewresearch.org/politics/2023/07/12/voter-turnout-2018-2022/  ​State-by-State Youth Voter Turnout Data and the Impact of Election Laws in 2022 https://circle.tufts.edu/latest-research/state-state-youth-voter-turnout-data-and-impact-election-laws-2022  ​APIA Vote Survey https://apiavote.org/wp-content/uploads/2022-Asian-American-Voter-Survey-Report.pdf Mis/Disinformation Tools: ​InVID Reverse Search Tool: https://www.invid-project.eu/tools-and-services/invid-verification-plugin/  ​Lateral Reading and the Nature of Expertise: Reading Less and Learning More When Evaluating Digital Informationhttps://purl.stanford.edu/yk133ht8603  ​Hive Ai Detection Softwarehttps://thehive.ai/apis/ai-generated-content-classification  ​Dare to be Greyhttps://www.daretobegrey.com/home 

Bryan discusses the pros and cons of custodial accounts, particularly UTMAs (Uniform Gift to Minors Act). He covers the 2024 gifting limits and lifetime estate tax exemption, restrictions on custodial accounts, and potential tax advantages. This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194  7202937.1 exp. 10/26

Episode 033 | Larry Keller, CFP®, CLU®, ChFC®, RHU®, LUTCF (oh my!) of Physician Financial Services is a great person to know if you're in the market for disability insurance. If you're a physician and have never even thought about or heard of disability insurance, he's an even better person to know.There is no shortage of insurance agents and/or financial advisors who work with or want to work with physicians. However, the one thing that cannot be replicated is experience. Working with an Insurance Agent familiar with the underwriting of both disability and life insurance policies can potentially minimize any surprises during the process.Larry spoke at the 2022 Physician Wellness and Financial Literacy Conference (WCICON22) and is a frequent contributor to White Coat Investor. While he might not be a doctor's first phone call regarding their insurance needs, he is often their last.Tune in to hear Larry's story and learn about the vital role disability insurance plays in a physician's overall financial health.Connect with and learn more about Larry Keller, CFP, and Physician Financial Services

Stephen Foerster, a professor of finance at the Ivy Business School, discusses various topics related to investing, including the impact of election years on the markets, the importance of having an investment philosophy, and the role of bonds in a portfolio. Foerster shares his personal investment philosophy and highlights the challenges of trying to outperform the market. He also shares stories from history, such as Roman generals and the New York Mets, to illustrate investing lessons about knowing when to do nothing and understanding opportunity costs. Learn more about Steve's work and new book at https://stephenrfoerster.com. Keywords: investing, election years, markets, investment philosophy, bonds, national debt, government bonds, corporate bonds, risk-free, interest rates, inflation, bond prices, investment horizon, liquidity needs, inverted yield curve, diversification, opportunity costs, financial goals Chapters 00:00- Introduction and Background of Stephen Foerster 03:33- The Importance of an Investment Philosophy 16:14- The Role of Financial Advisors in Emotional Support 18:07- The Value of Simplicity and Index Funds 20:04- The Impact of Presidential Policies and Interest Rates 28:30- The Concerns Surrounding the National Debt 34:3- Understanding the Distinction between Government Bonds and Corporate Bonds 37:55- The Risk of Not Getting Money Back with Corporate Bonds 44:28- The Inverse Relationship between Interest Rates and Bond Prices 51:53- The Importance of Diversification in Investment Portfolios 57:13- Knowing When to Not Take Action 01:05:46- The Three Levers to Reach Financial Goals This podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian. This material contains the current opinions of the speakers but not necessarily those of PAS, Guardian or its subsidiaries and such opinions are subject to change without notice. None of the organizations mentioned in this podcast have any affiliation with Guardian or PAS. Bryan Kuderna is a Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 50 Tice Blvd. Woodcliff Lake, NJ 07677 (973)244-4420. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. Kuderna Financial Team is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License #OK04194 #7006931.1 Exp. 9/26

Father Matthew Spencer, OSJ joined Patrick for a conversation about spiritual warfare. Topics included: warfare in Ephesians (3:05), reality of the spiritual world (6:49), caller: get rid of tarot cards (8:51), caller: my mom was into Santeria (19:06), tweet: my husband reads his horoscope; what should I tell him? (25:05), importance of prayer & the Rosary (29:33), fasting! (37:08), caller: how does one determine a major and minor exorcism (44:34). 

Hour 2 for 6/27/24 Drew prayed the Chaplet with Elizabeth Simutus (:09) and was joined by Maggie for an update (3:24). After the Chaplet, Fr. Matthew Spencer, OSJ discussed religious persecution in India (30:59). 

Father Matthew Spencer, OSJ joined Patrick for a conversation about spiritual warfare. Topics included: warfare in Ephesians (3:05), reality of the spiritual world (6:49), caller: get rid of tarot cards (8:51), caller: my mom was into Santeria (18:51), tweet: my husband reads his horoscope; what should I tell him? (24:50), importance of prayer & the Rosary (29:18), fasting! (36:53), caller: how does one determine a major and minor exorcism (44:19). 

Super-OSJ or RIA?Let's start with what is an OSJ?Let alone, what makes an OSJ “Super?”And then how does it compare to an RIA?If you are considering joining either, it is important to understand the distinct regulatory and competitive differences between them.In this episode of the Transition To RIA question & answer series I explain how these two models differ, and why you might choose one over the other for your practice.Come take a listen!P.S. Prefer video? You can find this entire series in video format on Youtube. Search for the TRANSITION TO RIA channel.Show notes: https://TransitionToRIA.com/what-is-the-difference-between-a-super-osj-and-an-ria/About Host: Brad Wales is the founder of Transition To RIA, where he helps financial advisors understand everything there is to know about WHY and HOW to transition their practice to the Registered Investment Advisor (RIA) model. Brad has 20+ years of industry experience, including direct RIA related roles in Compliance, Finance and Business Development. He has an MBA and has held the 4, 7, 24, 63 & 65 licenses. The Transition To RIA website (TransitionToRIA.com) has a large catalog of free videos, articles, whitepapers, as well as other resources to help advisors understand the RIA model and how it would apply to their unique circumstances.

Conversación con el Padre Luis Chumpén OSJ. Colabote con la Fundación San Elias en este link. --- Support this podcast: https://podcasters.spotify.com/pod/show/qntlc/support

Father Matthew Spencer, OSJ joined Patrick for a conversation about sacred music. Topics included: what sacred music is (3:14), singing the mass (12:29), types of sacred music (18:25), caller: why does my parish sing during the offertory? (24:33), caller: history of my Church's historical music (27:28), caller: thoughts on Sister Act? (32:53), the Bishop Wichita's pastoral letter on Sacred Music (38:23), caller: instruments at Mass (41:39).  Fr. Spencer's App - https://squarenote.co/ Bishop Kemme's pastoral letter -  https://catholicdioceseofwichita.org/let-us-sing-with-the-lord-bishop-kemme-urges-in-pastoral-letter/

Father Matthew Spencer, OSJ joined us for a great conversation about discerning and doing God's will. Topics included what discernment is (2:54), choosing between two good things (13:07), how family and friends help us on our journeys (17:26), how God works through our desires (20:45), caller: I learned to remove pride and despair (23:23), saying yes to God (26:51), caller: Chronic illness and God's will (31:03), caller: God's will in choosing a parish ministry (37:34), caller: God's will through health scare (42:55).  Original Air Date: Mach 22, 2023

Perrin is a Co-Founder of Polaris Healthcare Partners. Polaris Healthcare Partners helps healthcare entrepreneurs build successful group practices. We create clarity, confidence, and results through education, strategic consulting, growth capital sourcing, and equity. They help healthcare entrepreneurs build and exit successful group practices. Listen to this information-packed Financial Flossing episode discussing the challenges of building a group practice. What is the biggest challenge that prevents growth? Are you scaling yourself out of the clinician role? Why you should reconsider building a group or DSO. Pros and cons for a fee for service practice. Learn basic growth strategies. Website: http://www.polarishealthcarepartners.com Facebook: https://www.facebook.com/PolarisHealthcarePartners/ LinkedIn: https://www.linkedin.com/in/perrin-desportes-7428067/ LinkedIn: https://www.linkedin.com/company/polaris-healthcare-partners/ YouTube: https://www.youtube.com/channel/UCMINy8AfUJRQ1xHogiMicUg Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 3664 Coolidge Ct.,Tallahassee, FL 32311, 850-562-9075. Securities products and advisory services offered through PAS, member FINRA,SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PASis a wholly owned subsidiary of Guardian. North Florida Financial is not an affiliate or subsidiary of PAS or Guardian. CAinsurance lic. #0L10073, AR Insurance lic. # 16139032. Learn more about your ad choices. Visit megaphone.fm/adchoices

In today's episode of The Hero of the Hour podcast, Mark Murphy has an insightful conversation with James Walter, a true hero making a significant impact on people's lives with his powerful message about health and healthcare.James is a passionate advocate for preserving health and taking responsibility for one's own well-being. Inspired by his personal experience with his father's early passing, James dedicated his life to finding ways to help others lead healthier lives and avoid preventable diseases.You will find out about the compelling link between exercise and its positive impact on chronic health conditions like high blood pressure, high cholesterol, and diabetes. James shares how incorporating more movement into your daily routine, even in small ways, can have a significant compounding effect on overall health.You will learn that exercise is a powerful form of medicine, and how, by taking charge of our health, we can avoid the need for multiple medications and potential side effects associated with them.James will also talk about his experiences speaking in front of various audiences all over the country, sharing his message and inspiring others to prioritize their health and well-being.Join us for an engaging discussion with James Walter, as he emphasizes the importance of preserving your health and living a balanced life. Learn how you can make small changes that lead to significant improvements in your overall health and well-being.Enjoy!What You'll Learn in this Show:The connection between exercise and preventing chronic health conditions.How to incorporate more movement into your daily routine for better health.The power of exercise as a form of medicine.Inspiring stories of making a positive impact on people's lives.Practical tips to prioritize your health without sacrificing other aspects of your life.And so much more...Resources:Mark B. Murphy websiteNortheast Private Client GroupMark B. Murphy LinkedinNortheast Private Client Group Youtube ChannelBooks:Get Mark's Book Here: The Ultimate Investment: A Roadmap To Grow Your Business and Build Multigenerational WealthExtraordinary Wealth: The Guide To Financial Freedom & An Amazing LifeThis podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian, and opinions stated are their own. Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 200 BROADHOLLOW ROAD, SUITE 405, MELVILLE NY, 11747, 631-5895400. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. NORTHEAST...

In today's episode of The Hero of the Hour Podcast, Mark chats with Mike Boone, football running back for the Houston Texans of the NFL. He played college football at the University of Cincinnati and signed with the Minnesota Vikings as an undrafted free agent in 2018. Mark also sits down with Mike Tisch, Financial Specialist at Sports Wealth Asset Group, a business created to help athletes and entertainers realize financial wellness. SWAG's team of account executives consists of attorneys, Certified Public Accountants, Chartered Life Underwriters, Chartered Financial Consultants, Certified Financial Planners, NFLPA registered financial planners and MBAs, providing breakthrough thinking that can reduce costs and capture more money to help build their client's wealth and bring significant value to their brand.During the episode, they discuss Mike Boone's background, how he started in a small town just outside Jacksonville, Florida, to getting his degree and playing football with the University of Cincinnati.They talk about Mike Boone's belief in taking care of himself and his money, leading to good decisions and making Mike Tisch's job that much easier.Mike also offers some thoughts on the most important things he looks for in evaluating which team he will play for next year.Join Mark, Mike and Mike for this fascinating discussion!Enjoy!What You'll Learn in this Show:The importance of finding your passion outside of football. The difference between a regular season and a playoff game.The camaraderie of the Cincinnati Bengals.And so much more...Resources:Mike Tisch LinkedInSports Wealth Asset GroupNortheast Private Client GroupMark B. Murphy LinkedinMark B. Murphy websiteNortheast Private Client Group Youtube ChannelBooks:Get Mark's Book Here: The Ultimate Investment: A Roadmap To Grow Your Business and Build Multigenerational WealthExtraordinary Wealth: The Guide To Financial Freedom & An Amazing LifeThis podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian, and opinions stated are their own. Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 200 BROADHOLLOW ROAD, SUITE 405, MELVILLE NY, 11747, 631-5895400. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of...

In today's episode of The Hero of the Hour Podcast, Mark chats with Cathy Savage, owner of the Savage Coaching Agency. She is a speaker for conferences, and has appeared on television, in magazines or online. She started her fitness company over three decades ago and served as a ‘Manager' for her clients, helping thousands of women soar to greatness in many industries. She has been featured on MTV, ABC News, Fox News, and ESPN and has contributed to countless magazine publications. Cathy puts her clients in front of the right people, marketing and promoting them, and helping them step into a realm of magnificent success. She is a graduate of Boston College with post graduate work in Brand Management from Ivy League universities.During the episode, they discuss Cathy's entrepreneurial path, from her fitness empire started nearly three decades ago, to her current elite coaching business helping women all over the world.They talk about Cathy's PROOF toolkit, a step-by-step approach that helps women confidently understand what's best for their health, body, lifestyle, and long term relationships.Cathy also shares the reasons why she feels that mindset is a decision that you make to believe in yourself.Join Mark and Cathy for this fascinating discussion!Enjoy!What You'll Learn in this Show:How Cathy got started on the entrepreneurial path.The four unique coaching programs that Cathy offers.The importance of branding in business.And so much more...Resources:Cathy's websiteNortheast Private Client GroupMark B. Murphy LinkedinMark B. Murphy websiteNortheast Private Client Group Youtube ChannelBooks:Get Mark's Book Here: The Ultimate Investment: A Roadmap To Grow Your Business and Build Multigenerational WealthExtraordinary Wealth: The Guide To Financial Freedom & An Amazing LifeThis podcast is for informational purposes only. Guest speakers and their firms are not affiliated with or endorsed by PAS or Guardian, and opinions stated are their own. Registered Representative and Financial Advisor of Park Avenue Securities LLC (PAS). OSJ: 200 BROADHOLLOW ROAD, SUITE 405, MELVILLE NY, 11747, 631-5895400. Securities products and advisory services offered through PAS, member FINRA, SIPC. Financial Representative of The Guardian Life Insurance Company of America® (Guardian), New York, NY. PAS is a wholly owned subsidiary of Guardian. NORTHEAST PRIVATE CLIENT GROUP is not an affiliate or subsidiary of PAS or Guardian. CA Insurance License Number - 0B36048, AR Insurance License Number - 741545.2023-164800 Exp 11/25

Rita Robbins is the Founder and President of Affiliated Advisors, a Super-OSJ with Royal Alliance that supports 90 financial advisors and collectively manages $3.5 billion in assets under advisement. Rita stands out for her pioneering role in establishing one of the first woman-owned Super-OSJs nearly three decades ago. She has observed the transformation of the super-OSJ model from providing local oversight of brokers selling proprietary products to becoming back-office platforms that offer an increasingly open-architecture product shelf along with compliance, technology, marketing, business management, and other support to independent financial advisors. Listen in as Rita shares her journey through the evolution of broker-dealer platforms, her strategies for growing her platform, and how her firm thrived during the pandemic due to its robust technological support. Drawing from her decade-long experience as a wholesaler, Rita discusses the launch of her own OSJ, the expansion of her platform's leadership, and her deep understanding of the advisor community's needs. She also opens up about early-career pressures, a traumatic embezzlement incident, and her ongoing struggle with focusing on uncontrollable factors while navigating business challenges and cycles. For show notes and more visit: https://www.kitces.com/343