Podcasts about practice leader

Patrick Larkin, Partner & Practice Leader, Cerity Partners Three years after launching his independent RIA, Patrick Larkin merged with Cerity Partners—but not because that was the original plan. He explains how ownership changed the way he viewed enterprise value, optionality, and the future of his business. In Summary Going independent is often viewed as the destination. Patrick Larkin discovered it was just the beginning. Louis sits down with Patrick, Partner and Practice Leader at Cerity Partners and former founder of Oak Hill Wealth Advisors, to discuss an unconventional journey: leaving Wells Fargo to build an independent RIA, then choosing to merge that business just three years later. Rather than following a predetermined exit strategy, Patrick shares how ownership fundamentally changed the way he thought about enterprise value. A conversation with a prospective acquirer revealed that buyers weren't interested in purchasing a book of business—they were looking for a business. That realization reshaped how he invested, hired, delegated, and ultimately positioned his firm for the future. The conversation from our Build Grow & Transact series also offers a candid look at life after a merger, from evaluating cultural fit and partnership to balancing autonomy with the resources of a larger organization. More broadly, it illustrates how ownership creates optionality—and why the most valuable decision an advisor makes may not be the one they originally envisioned. The Storyline After spending nearly 15 years building a successful practice at AG Edwards, Wachovia, and Wells Fargo, Patrick Larkin launched Oak Hill Wealth Advisors in 2022 with a simple objective: build a business on his own terms. Like many advisors, he expected independence to be the final destination for a long time. But then there was the realization that ownership changes more than economics; it changes perspective. And it became the beginning of an entirely different way of thinking. As acquisition inquiries arrived sooner than expected, Patrick realized something that fundamentally changed his strategy. Sophisticated buyers weren't evaluating his client relationships as a book of business; they were evaluating Oak Hill as an enterprise. That insight shifted his priorities from maximizing short-term profitability to building a business that could thrive beyond its founder. Just three years after launching, Patrick chose to merge with Cerity Partners—not because he was looking for an exit, but because he believed it strengthened the future for his clients, his team, and his family. Louis and Patrick explore what led to that decision, how ownership increased the value of his business almost immediately, why he compares independence to an IPO, and what advisors should consider if they hope to create options for the future—even if they don't yet know what that future looks like. Topics Covered Building enterprise value versus maximizing annual income Creating optionality through ownership Leaving Wells Fargo to launch an independent RIA Why buyers value businesses more than books of business Evaluating strategic partners and acquisition opportunities The economics of independence and business valuation Life after merging with Cerity Partners Balancing autonomy with enterprise-scale resources Leadership, succession, and building beyond the founder Long-term ownership and partnership models > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Patrick decide to leave Wells Fargo? (11:07) Patrick explains why growing frustrations around control, firm priorities, and the ability to build his business eventually outweighed the comfort of staying put. How did going independent immediately change the value of his business? (21:42) Patrick introduces one of the episode's biggest ideas: why launching Oak Hill felt like taking a company public and how ownership increased the firm's value almost overnight. Why did Patrick sell only three years after becoming independent? (20:03) An unexpected conversation with a prospective acquirer completely changed how he viewed enterprise value and accelerated his long-term thinking. What separates a business from a book of business? (21:42) Patrick discusses why recruiting advisors, delegating client relationships, and investing beyond himself made Oak Hill more attractive to strategic buyers. Why Cerity Partners? (26:48) Rather than focusing on valuation, Cerity emphasized culture, partnership, and long-term alignment—qualities Patrick says ultimately mattered most. What is life actually like after a merger? (37:57) Patrick offers an unusually candid perspective on autonomy, leadership, and why he says he hasn't second-guessed the decision once. Key Takeaways Ownership creates opportunities that often aren't visible until after independence. Enterprise value is built by creating a business that can thrive beyond its founder. The first acquisition conversation can be valuable even if no transaction occurs. Cultural alignment may ultimately matter more than valuation when selecting a long-term partner. Independence doesn't eliminate future options—it expands them. Strategic transactions can strengthen outcomes for clients, employees, and owners simultaneously. The goal isn't simply to own a business; it's to create choices for what comes next. https://youtu.be/f7FGLGjBbyo Quotable Moments “The day Oak Hill launched felt like the business had gone public.” “Potential acquirers weren't interested in buying a book. They were interested in buying a business.” “Ownership isn't simply about control. It's about creating optionality.” “The fear of leaving is almost always worse than the actual experience of leaving.” FAQs Why did Patrick Larkin merge with Cerity Partners only three years after launching his RIA? Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Why does Patrick compare independence to an IPO? Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. What changed after Patrick became independent? Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. What made Cerity Partners stand out? Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. Is this episode only relevant for advisors considering selling? No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. What is the biggest lesson Patrick hopes advisors take away? That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Related Resources From Start-Up to $31B Behemoth RIA: The Catalysts Behind the Growth of Mega-Firm Cerity Partners Ownership Matters: What Advisors Need to Know When Evaluating Firms Top Tips for Setting Your Business Up for Success Years Before a Move Patrick LarkinPartner and Practice Leader Patrick is a Partner and Practice Leader in the Lansdowne, VA office. He is a member of the Lansdowne Practice, where he works closely with families, foundations, and non-profits to help them define and achieve their financial goals with clarity and confidence. With a deep specialization in retirement income distribution planning and complex risk and wealth management strategies, Patrick is known for helping clients simplify complicated financial decisions, reduce uncertainty, and build sustainable, long-term plans. His approach emphasizes fiduciary responsibility, transparency, and personalized guidance — ensuring clients always feel informed and empowered. Prior to joining Cerity Partners, Patrick was the founding member of Oak Hill Wealth Advisors, where he built a highly respected independent advisory practice that earned the trust of families, professionals, and mission-driven organizations across the region. His leadership was instrumental in shaping a client-first culture that continues today. Patrick's work is rooted in a passion for long-term relationships — guiding clients not just through markets, but through life's milestones such as retirement, business transitions, philanthropic planning, and wealth transfer across generations. He takes pride in being both a strategic advisor and a steady partner to the people he serves. Patrick lives in Bluemont, VA, with his wife Angela, their two children, Paige and Sean, and their Golden Retrievers, Huckleberry and Genoa. Outside of the office, Patrick and his family enjoy an active lifestyle — whether it's hiking and backpacking on the Appalachian Trail, biking the Great Allegheny Passage, or sailing on the Chesapeake Bay. These experiences reflect his belief in balance, resilience, and enjoying the journey — values he also brings to his work with clients. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. 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: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate proof of concept that they not only trusted you with their clients and their life’s work, but now also with their family’s wealth. So I like that, kind of the full life cycle there. So I’m curious, though, you stayed at Wells through a really turbulent time through the fake bank scandal. There’s a lot of attrition. I mean, obviously, they’re still a powerhouse to this day, but what kept you at Wells for as long as it did before you left in 2022? Patrick Larkin: You described it as a turbulent time. Pretty turbulent might be an understatement. Even before Wells, the transition to Wells, Wachovia Bank had been the first company that we transitioned to from A.G. Edwards. And we, of course, went through the financial crisis during that time period and handholding our clients and helping them get through that time period and dealing with concerns that we shouldn’t really have to be prepared with. “Is my money safe? It’s not what’s happening to the market, but is my money safe in your institution?” But once things stabilized, I found real purpose in partnering with some of the retiring advisors and opportunities that came up. It was a really wonderful climate and atmosphere in our local office. It was really a family-like atmosphere, and I still had a lot to learn. And all those advisors that I partnered with, I’ve joked I’ve never had an original idea in my entire life. I stole all my good ideas from them. And some of them were really ahead of their time, and I learned, adopted, and built my own philosophies by working closely with them. Ultimately, by the time I left Wells Fargo, I was finishing up the fifth sunset program and had only made my way halfway through the sunset before the opportunity presented itself to create my own practice. Louis Diamond: So I’m curious, when did you first seriously start thinking about leaving and what really tipped the scales for you? What was the proverbial straw that broke the camel’s back? Patrick Larkin: Yeah, it really was a number of small items and ultimately one big one. But for a long time, I’d been content, but as I tried to grow the business beyond what I could do individually, I felt like I kept running into walls. There were it felt like limitations on how I could build out my team and structure the practice the way I envisioned it. Additionally, there were some new policies that also started to bother me. One of them was the platform advisory fee, which in my eyes was less about client transparency and more about replacing a declining revenue source on the firm’s balance sheet. And after dealing with clients and helping them through the bank scandal at the firm, I was concerned that this would come back and hurt me and the relationships that I had with my clients. Incidentally, I just recently onboarded a new client that transferred to us. And for them, looking at their statement, identifying this platform advisory fee- Louis Diamond: Oh boy. Patrick Larkin: … was the last straw for them before they moved about 15 million of assets to us. Also, I thought I would be I would be a better allocator of resources than Wells Fargo. Wells Fargo retained about half of the revenue that I earned for the business. They seemed to think that the best allocation of that money was additional middle management. Whereas, I thought investment in technology, investment in additional personnel, and an investment in marketing were best places to continue to build out my vision. The final straw, and really a thing that crystallized everything for me was when I read a book in 2021 called The Infinite Game, a book written by Simon Sinek. Chapter eight, the title is Ethical Fading. And it uses the Wells Fargo bank scandal as a case study in what happens when a firm loses its moral compass. I read the chapter and thought, “There it is, I have to do something.” That was really the final push I needed. I mentioned earlier I was very fortunate to start my career with a company called A.G. Edwards, a regional brokerage firm. And while I was at A.G. Edwards, there was a research report that came out on A.G. Edwards as a company. And I’m going to paraphrase a little bit on what was said in that report, but ultimately there was a line in there, and it was a criticism, but I took it as a huge positive as being an employee there. The line said, “While management does not necessarily say it, we believe the client is put ahead of the shareholder.” And that was something I was very proud of. And I just, upon reflecting on it, felt confident those were words that I never was going to see go to print about Wells Fargo. Louis Diamond: So you left Wells in 2022 and founded Oak Hill Wealth Partners in Lansdowne, Virginia. Walk us through that decision. Why go independent rather than going to another firm? Patrick Larkin: I really thought moving to another firm, the things that I had grown frustrated with at Wells Fargo Advisors, I would also find at another wirehouse firm. I was ready, and honestly, the simple answer is I thought I could do better. And I wanted control after having what I felt like was very little control. I had grown frustrated with others making important decisions, and I wanted an opportunity to grab the reins and make decisions on my own. I believe at that time, the future of wealth management was going to be built around fiduciary advice, and I didn’t want to watch that from the sidelines anymore. I was watching what was happening in the industry. And as we were trying to hire new advisors, reaching out to college graduates who were studying CFP programs, identified that they were more inclined to want to start employment with an RIA than a wirehouse. What made the timing work really well was Wells Fargo had actually introduced a program to help advisors in the private client group spin off and establish their own RIAs. Now, whenever I tell this to another advisor, particularly ones that are wirehouses, they can’t understand it. And quite frankly, I don’t understand why they helped us do it, but we were about the 30th practice that they helped us through this process and they provided real support. They hired consultants, made vendor recommendations, even referrals to financing so I could pay off my last succession plan before I left. The only really upside for Wells Fargo was that the ask was that we continue to use First Clearing as the custodian. And one of the downsides for me was I was going to leave all of my deferred comp behind with Wells Fargo. Now, all clients had to do to join me was sign a positive consent. And on May 9th, 2020, we turned on our computers in our new office and our clients were already there. That same day, we launched and started a relationship with Charles Schwab. And it was so exciting to be able to start shopping for what I thought was the best FinTech, really feeling like I was stuck with proprietary tools that Wells Fargo advisors had offered. I felt like I was a kid in a candy store. And if there was a cool tool that I identified that would help us serve our clients better, I was all in and I was buying it. I really feel that some of the technology that Oak Hill eventually bought into and some of the tools we’re using now are going to take years and years before they eventually trickle down to where the wirehouses are, if ever. Louis Diamond: Interesting. So it was really it was for the most part an internal move from one- Patrick Larkin: It was- Louis Diamond: … channel to the other. Patrick Larkin: … it was an internal move, but there was no requirement to stay at First Clearing. As a fiduciary, they couldn’t make those demands. And again, they helped us with the financing, which is really unusual that they helped us secure a loan so I could pay off the last retiring advisor. It’s really unusual that a bank will loan money where there is no business at the time, but because of previous experience that financial institution had working with Wells, they helped us facilitate the transaction. And the program is still in place at Wells Fargo, which is absolutely amazing to me after the experience that I’ve just had myself. Louis Diamond: Yeah, it’s interesting. I mean, does it cannibalize a more profitable revenue source? Sure. But if the alternative was all the assets go to Schwab or Fidelity, to me, honestly, it’s smart. I think they played the long game by not being adversarial on it. Patrick Larkin: I think they played a long game and they took the philosophy, and I think they use it as a recruiting tool that if you love them, set them free. And that’s exactly what they did. Louis Diamond: So for the rest of the episode, I want to talk about your eventual, and not that long period of time, transaction or decision to merge Oak Hill with Cerity Partners. This is our Build, Grow, Transact subseries. And I was really struck by your story because you were three years or so into running Oak Hill, and then your merger with Cerity Partners, an amazing RIA closed. That’s a fairly short runway. Usually when I see folks go independent for the first time, it’s 10, 15, 20 years, maybe never, that they decide to merge or sell. I’m curious to understand your thinking about the transaction. Were you looking to do something? Or was it just like right place, right time and the opportunity presented itself? Patrick Larkin: I had started Oak Hill with the intent of eventually down the road, much closer to retirement, looking for a partner. The opportunity and what I learned early on helped change that idea and philosophy, and I adapted and made modifications to take advantage of it. Louis Diamond: Interesting. So you weren’t necessarily planning on selling or merging the business, it just kind of circumstances happened the way they did? Patrick Larkin: Yeah. When we started Oak Hill Wealth Advisors, it was a really pretty short period of time before we started getting calls from larger national RIAs about potential acquisition, much sooner than I expected. Early on, I just brushed them off, but about a year in, I took one of those calls and it really just opened my eyes up. I realized for the first time this small firm, this little practice actually had some real value, way more than I’d given it credit for. That first call, that first exploration didn’t go anywhere. It wasn’t a good fit. But what it gave me was a much clearer picture of what the serious acquirers were actually looking for. And that changed decisions I made at Oak Hill going forward. I really at that point stopped trying to optimize for near-term profit and really thought of my business as a business and started building towards enterprise value, sometimes at the cost of short-term income. And that turned out to be exactly the right call. Louis Diamond: That’s such an interesting perspective. Let’s double-click into that concept. So it sounds almost counterintuitive that if you kind of had this light bulb moment that like, “Okay, maybe I want to transact my business sooner than I initially thought.” I think most people would say, “Let’s become lean and mean. Let’s become as profitable as possible so my EBITDA’s higher.” But you took the different approach. What were the decisions you did to invest more in enterprise value rather than current cash flow? Patrick Larkin: A true business is one that doesn’t need me to be here every day to operate. And when we left Wells Fargo Advisors, it was myself and one other advisor that created Oak Hill Wealth Advisors. I was responsible for about 95% of the assets and revenue. And one of the more significant investments we made is in additional advisors. I recruited three new advisors, all CFPs, to join Oak Hill Wealth Advisors. Whereas, before I had been largely managing all the relationships myself. For someone that kind of grew up in the regional wirehouse space, it’s pretty counterintuitive to start moving relationships away from you onto other advisors. You’re trained and built to create a moat around your relationships, and realized that the potential acquirers are not interested, at least the ones I was interested in, weren’t interested in buying a book. They were interested in buying a business. And that just meant every decision we made going forward was not profit-driven, but how can I increase the value of the business? So after that first call, I knew I probably would be looking to move forward with a transaction sooner as opposed to the end of retirement. That information that I got on that first call helped me realize that when Oak Hill Wealth Advisors opened its doors on May 9th, 2022, we effectively had an IPO. I had great familiarity with how the succession plans at Wells Fargo Advisors worked. And on that day that we opened our practice, the value of my business jumped to be four to five times the value of it in a succession plan at Wells Fargo Advisors. Now, I knew going forward that I was going to be able to increase revenue. I was going to be able to increase EBITDA. I was going to potentially have some benefits from a market tailwind. I knew the multiples of EBITDA that the firms use may fluctuate, but the biggest change by far occurred leaving the wirehouse and having the value of my business grow four to fivefold in that same day. So what I really focused on was making sure that I was going to, when I was ready to start looking again after I had worked on improving the practice, really was going to look for a firm that was going to be a good cultural fit for both my clients, my team, and myself. Louis Diamond: That’s such a cool perspective. I’ve never heard anyone say that the day we launched your independent business was like an IPO. But honestly, it’s so true. You’re planting a flag in the ground that like, “Here is real value. This is value that we’ve created that we own rather than it being a book of business and a W-2 paycheck.” And it’s a fascinating perspective. Patrick Larkin: Yep. It really is amazing that the value changed that much on one day and the future value changes. Looking at the equity that I owned in Oak Hill Wealth Advisors, it made sense to consider is there a better way to take some risk off the table for myself and my family and diversify some of the equity that I had in Oak Hill Wealth Advisors with a larger enterprise? Louis Diamond: It makes complete sense. Obviously, everyone would sign up for 4 to 5X increase in value. Patrick Larkin: Sure. Louis Diamond: That’s not the reason most people go independent, but it’s important to know. And also, what I really liked about what you shared is I think a really valuable learning for anyone is those calls come in, whether it’s from annoying people like me or from an acquirer, from a firm, they’re not all noise. You took it as an opportunity to learn. Even though that first person who called wasn’t the right fit, it crystallized something in your mind and it let you make proactive decisions that ultimately paid off in spades when it came time to sign the dotted line for your transaction with Cerity. So I think it’s brilliant. And it’s very big picture, big-business-owner-type stuff that I think a lot of people will just filter out because it’s annoying and I’m young, I’m not looking to sell, but that was the journey. Patrick Larkin: Yeah, that first call changed my opinion about timing of when to move forward with a partnership. Originally, I thought this would be something at the end of retirement. The timing of doing so sooner seemed a lot more appealing after having that conversation and realizing what we had actually built. Louis Diamond: Amazing. So ultimately you decided to merge with Cerity Partners. We’ve had Kurt Miscinski from Cerity Partners on the show. They’re a real heavyweight within the RIA world. Most recently, they were valued at $8 billion in a recap, and it’s a very impressive firm. What specifically drew you to Cerity versus other potential buyers? Like you said, you got a lot of calls. Patrick Larkin: After that first call, I just got to work and focused on continuing to take care of our clients, building a team, adding new advisors, being a mentor to those advisors. But at the same time, we were being approached fairly regularly by that point. And I had a pretty good system for quickly deciding whether something was worth a second look, and most weren’t. But about a year ago, one of the national RIAs caught my attention and I started having conversations with them. And once I had progressed with them, I though, “You know what? If I’m giving this consideration, I really need to cast a wider net.” So I reached out to other RIAs that I had looked at and admired and been keeping an eye on. And ultimately, my longtime business coach, Barbara Kay, suggested I talk with Cerity Partners, a company that one of her other clients had just recently joined. And from the very first call, I could tell something was different. And I talked to many different companies. Cerity Partners, and an individual I spoke with, Geoff Newman, they weren’t leading with valuation formulas or deal structure. They were asking questions about my clients, my team, and how I actually ran the practice. They had a very defined process for identifying partners who were genuinely compatible, not just advisors with books that were transferable. And that distinction mattered greatly to me. They also offered really, in my opinion, the right balance of support and still having some autonomy. And their aspiration to deliver consistent standard of care to clients, whether they be in California or Virginia, so that those individuals get the same quality of experience, resonated with how I was already running things within my practice. That combination of support and autonomy, I really liked the idea of continuing to have oversight over my local practice, over our practice, which included the budget, salaries, and bonuses. It more than anybody else felt like a partnership and not a buyout. And I really appreciate it during that first call, Cerity was the only company that talked about a hundred-year plan. It was amazing to me to hear what their thoughts were. Most of the other firms I spoke with talked about valuations. And very quickly in the process, I found myself on a Zoom call with a Patagonia fleece vest-wearing private equity rep walking me through a valuation. And it was efficient, but it was not a cultural fit for me. And the infrastructure behind us and the combination of autonomy is really harder to find than most people think. As I progressed with Cerity, I remember early on in the process thinking to myself, “My God, I hope they want me, I hope they want me,” because I could tell I’m a very process-driven person They had a process with the way they brought me on board. And ultimately, we had a due diligence trip set up to go to one of their larger offices where I met with one of their leaders, Claire O’Keefe, part of their practice development, and had an opportunity to meet with different leaders within the firm and really get my arms wrapped around the potential that they had. Just the quality of the people I encountered through the whole process just kept reinforcing the decision. And by the time we got to the finish line, it didn’t feel like a transaction. It felt like I was joining something that I was excited to be part of. So just a little bit more about what attracted me to Cerity, their culture is just phenomenal. Cerity Partners uses the word “meritocracy” and they actually mean it. Ownership and influence here track your contribution, not your tenure or how well you play the politics. I just attended my first partner meeting in April, and without exaggeration, it was the most extraordinary professional meeting I’ve attended in my 25-year career. During the meeting, there was open debate about the direction of the firm, and every voice in the room carried weight. You could feel the culture. And that type of culture is built over years. You can’t fake it. Everyone in the room it felt like was rowing in the same direction. And by the time the meeting was over, I was so excited to get back to my team and tell them about what I had just witnessed, I wasn’t looking for the exit. I was looking for the brick wall to run through. I was so excited. And every once in a while I wonder having spent so much time in the wirehouse spaces, the bar just set really low for me when I talked to some of my other colleagues that have been independent for a long time. But it was just an absolutely amazing experience. And I do want to just add, one of the last really important things to me about Cerity Partners is I’ve been very fortunate with my career and in this profession. And part of my goal over the rest of my career is to have a legacy. And my legacy currently exists with the families I’ve advised and the team that I’ve built and have served and led. But Cerity Partners is helping me achieve even a greater legacy in our industry with our shared long-term goals. During my first meeting, they talked about their hundred-year vision of being a worldwide employee-owned professional services firm. And currently, and this is very exciting, the employees are the largest shareholder of the firm. No one else I talked to talked about their long-term goals like this, and it’s a vision I believe in. I want to contribute to help to see it accomplished. And one day when I do retire, I want to look back and see how I contribute it to a company that I believe is going to change the direction of professional wealth management. Louis Diamond: Wow. Patrick Larkin: My partnership with Cerity Partners is going to make that a reality. It’s just an amazing place. Yeah, very happy. Louis Diamond: Honestly, you can’t fake that type of enthusiasm. It sounds like- Patrick Larkin: It’s not- Louis Diamond: … you entered into a transaction, which is it’s like jumping into the deep end. How do you sort through what’s the sales process versus what’s real? How much of this is actually going to translate to my life? But hearing you not that long after the transaction, you still feel that and it’s very cool. In the press release I read, you cited estate planning, private markets access, and cross-border planning as key reasons for the merger. Can you talk about what it was about those? Maybe- Patrick Larkin: Yeah. Louis Diamond: … anything else that was missed? Patrick Larkin: Yeah. Louis Diamond: And were those not things that you felt like you could have delivered yourself as a standalone? Patrick Larkin: I thought that they were going to help me be able to be more effective in delivering those, but they weren’t the complete picture. The capabilities that we cited in the release were genuine gaps I wanted to fill and have available for clients and be able to prospect and go after new additional clients. But being fully honest, there were also deeper drivers. One was my team. Sometimes we get emotional about this. Being someone who’s trusted is really important to me, and that’s something I hold in high priority. There are people that followed me out of Wells Fargo to join me. One of my client associates had delayed her retirement so that she could join me and help us launch for the first three months. One of my other client associates has been with me close to 15 years. These are people that trusted me to do the right thing and to make sure that I wasn’t walking them off the plank. Being able to join Cerity Partners and give them a future that didn’t hinge entirely on my personal longevity was a huge relief. And Cerity Partners is an ownership culture. I’m so happy to say today that every single individual on my team in our practice in Lansdowne is now either an equity owner in Cerity Partners or very shortly will be an equity- Louis Diamond: So cool. Patrick Larkin: … equity owner. So they have a stake as well in what they’re building. It matters. My youngest client associate noticed how much it costs to send to FedEx. And he goes, “Now that I’m an owner, maybe we should rethink about sending regular mail.” Another driver was my family. And I’ve always had the philosophy of trying to prioritize and clients first, team and colleagues, and then my family. And I’ve always made decisions that if I put those others before myself, eventually I’ll be taken care of. And going through this transaction, it was so generous to my family and provided such security. There was a little bit of guilt that, “Am I doing this for all the right reasons?” But being able to secure my family’s future, converting equity in a three-year-old RIA into a stake of a $8 billion-plus valuation with institutional backing, that was a meaningful moment and I’d be less than honest if I glossed over that. I also really wanted to be part of something larger than myself. And the opportunity to help build a legacy in this business with Cerity Partners really gives me the platform to do that. Louis Diamond: Very cool. I can tell that you’re genuine, not just because of the way you sound, the way you’re speaking, but in the very beginning of the episode, you talked about the reason you got into this business was because you thought it gave you the dual purpose of being able to help people, but also being able to enrich yourself or your family. So this answer, it comes full circle. You’re able to accomplish all these goals, which made it the right decision. And I think, look, I say to advisors all the time, “You’re allowed to be greedy, you’re allowed to be selfish as long as the clients are still in the front of your mind as the most important thing.” There’s nothing wrong with doing better for clients, building a legacy in your case, but also reaping the rewards of all your hard work and labor and also all the risks that you’ve taken over your career. I got to ask you, though, from being an employee of Wells, where you were running your team, for the most part, you can run the business within their guardrails the way you want, to then running an RIA, which is really like you’re fully in control of everything, to now being a partner, but you’re not the one who has the name on the door anymore. Patrick Larkin: Right, right. Louis Diamond: Well, how do you think about the giving up control and full ownership of your practice versus owning a very small amount of a much larger entity? Patrick Larkin: There was such continuity. Oak Hill Wealth Advisors and Cerity Partners were so philosophically aligned that I genuinely never felt like I was giving up anything that I wasn’t glad to let go. My wife joined the business shortly before I left Wells Fargo Advisors. And still to this day, on my drive home from work, I call her up and say, “You’re not going to believe this.” And it’s all a positive, good thing. So Cerity has struck the perfect balance of that autonomy and support combination that I was looking for. So I still have control and a say over the way our practice is managed. Very shortly after the merger, my supervisor came down and met me for the first time, and we went out together after the day had ended. And early in the conversation I said to him, “What can I do to make your life easier?” And he said, “Pat, what can I do to make your life easier?” And that set the tone that still exists to this day. I almost cried when he said that because that was so different than what I had experienced up to that point. So the collaboration, the way we work together, it’s just absolutely amazing. And not once for a single moment have I second-guessed my decision. And it’s really weird because I’ve now been part of this organization for nearly nine months, and there just has not been one thing that’s occurred where I said, “That’s a disappointment.” It’s just been absolutely amazing every single day. Louis Diamond: Very cool. To me, there’s different arcs of when you want to ask people the question of, “Hey, any regrets?” And usually you don’t want to ask them too soon because they’re still going through the transition and integration and growing pains. And you don’t want to ask them too far in the future because you forget about what was life before. To be this short of a duration into this new partnership and to have these feelings, that’s absolutely pretty special. I got two more questions for you, Pat, if you don’t mind. Patrick Larkin: Sure. Louis Diamond: First one, economically, to me, one of the hardest things for really any advisor to really grapple with or to fully comprehend or make their own is, “I own 100% of the equity in my business. I get to decide when I want to sell in the future. My business is growing 10% per year. I wait to sell until 10 years from now, my business is going to be much bigger and I get to keep all the cash flow. I get to make all the decisions.” That compared to the path that you took, which was take cash off the table, which everyone understands, to, “Now, I own a much smaller piece of a much larger pie.” How would you talk to someone about the financial trade-off between a hundred percent ownership in their business, full control, full discretion over everything, versus becoming a minority equity partner in a larger entity? Patrick Larkin: You have to look at the valuation of my business, again, the day that we opened our doors as Oak Hill Wealth Advisors. There was such a massive jump in the value of the business. There was not going to be an opportunity for an appreciation at that level. So then, you have to compare what the growth rate is of Oak Hill Wealth Advisors versus a Cerity Partners. And I’m not embarrassed to say that Cerity Partners is and has been growing at a much faster rate of return. The value of the equity that I have retained in Cerity Partners, my ownership stake, I fully expect by the time I transact that business as I get closer to retirement, that’s going to be worth many times more than whatever opportunity I would have had at Wells Fargo with the valuation they would have provided me. Nevermind, very important, the tax consequences of a structure like this is all the retiring advisors that I worked with were taxed at their highest marginal rate. I owned a business and we were taxed at long-term capital gains rates. A significant difference in savings in what as the owner we actually realize. So yeah, I feel very comfortable with the ownership that I have and the control and continued opportunity with the meritocracy culture to increase my share of ownership in the company. Louis Diamond: Okay, and let’s do one more question here. I’ll pick it back up. So Pat, I think it’s a really cool perspective. It’s almost do your homework, and if you find the right horse and the right jockey that can run faster than you can on your own, that the equity value will compound and grow and appreciate in a faster, more efficient way than what you’re doing on your own, which makes complete sense. It’s the ultimate trade-off. And again, it’s like jumping into the deep end. On the one hand, Oak Hill was all you, right? You control the growth, for better or worse, for the good days, the bad days, the good years, the bad years, versus now your growth is diversified amongst hundreds of partners across M&A, across different lead flow channels, et cetera. It makes complete sense. But honestly, if I were an advisor, I don’t know how I would think about it. I think it’s all just fact-and-circumstance-based on where I am in my life and who the firm is and what I’m trying to accomplish. But it’s such a cool perspective because usually the playbook that we see, which is why we did this series, is go independent and there’s a long pause until there is a realization of all the value that’s been created. So seeing you do this in a much quicker timeframe, it seems like it was the absolutely right decision. To me, it just is another path, another way that an advisor or a firm is able to think about their future. Any final advice or parting words for someone who is sitting right where you were in 2021 or 2022 thinking about making the leap? And we’ll say a transition in general, or really anything you want to share to wrap our episode here. Patrick Larkin: Thank you for having me, and this is a great question. Happy to give a thoughtful answer to it. Before I’d left Wells Fargo Advisors through the program and started Oak Hill Wealth Advisors, I had an opportunity to go through a due diligence process and make sure that this was going to be a right move for me. There was no carrot out there that was obvious. I learned after that first conversation that I had built a practice that had some value to it. I was leaving behind the security of something I knew, leaving behind a significant amount in deferred compensation, and I wanted to make sure I was making the right decision. And through that due diligence process, talked to about five other firms that had recently left Wells Fargo to join this RIA program. I asked them a lot of different questions about what their experience was. And at every point during those conversations, they all said the same thing at different points. And it sounded like this. They said, “I’m working harder than I ever have before, but I wish I had done this sooner.” So my advice to those people, do it. I know that sounds simple, but I mean it. The fear of leaving is almost always worse than the actual experience of leaving. And I understand the inertia of not leaving and the real apprehension of what was on the other side. But what I found was a version of this profession I genuinely didn’t know was possible. One where I could do things the right way on my terms for the people I care most about serving. And not every path is going to look like mine. Some advisors should go fully independent and stay there, and that can be an incredible life. But when it comes time to look for a partner, quite frankly, if Cerity Partners is not on your shortlist, you’re making a significant mistake. And I say that not to sell anything, but because I’ve lived the comparison firsthand and there’s simply nothing else like it. Louis Diamond: So Pat, it’s been really fun, but I don’t think we’ve had anyone on the eight years or so we’ve been doing this show that’s gone through this type of arc or journey that you have. One of my big takeaways or sticking points that this episode brought for me is by going independent and taking control over your future, you created complete optionality for yourself to do exactly what you wanted to do with your business, even if that was different than what you initially planned. So in your case, it was selling within three years of going independent, but by taking action, being proactive, playing some offense, you made the opportunity happen on your terms and your timeline. So this has been fun in so many different ways. I loved your comment about how when you went independent, it’s basically like the day of your IPO, the four-to-five-times increase in value versus an internal succession deal, and even just the way to think about getting equity in a larger entity versus running your own plays only. So thank you so much for doing this. This has been fun. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firm’s 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.   Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. 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: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate p

In this episode, we explore how artificial intelligence is transforming power, accountability, and trust inside organisations. From algorithmic hiring and performance management to the legal risks of "shadow AI" and workplace surveillance, we discuss what businesses need to understand as AI increasingly shapes employment decisions.We discuss:How far AI has already moved into hiring, performance management, and employment decisionsWhether our legal systems and employment frameworks are prepared for accelerating AI capabilityWhat "human in the loop" really means, and the legal risks when it's missingReal-world litigation, including the Workday hiring-discrimination lawsuit and a Delaware Chancery case over an AI-influenced business decisionShadow AI: why employees bring their own AI tools to work, and what that exposes about leadershipWhere to draw the line between legitimate monitoring and excessive surveillanceWho inside an organisation should own AI-related employment risk — the board, HR, Legal, IT, or the CEOPractical steps every business leader should prioritise over the next 12 monthsAbout the guest: Andrew Adams is Practice Leader of the Labor & Employment Practice Group at DarrowEverett LLP, where he also serves on the firm's Business Litigation & Alternative Dispute Resolution and Regulatory & Compliance practice groups. He advises clients ranging from small businesses to multinational corporations on employment litigation, regulatory compliance, workplace investigations, and government enforcement, and regularly provides training on employment law and compliance issues. About the host: Dominic Bowen is Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms. He advises CEOs, boards, and senior executives on crisis management, geopolitical risk, operational resilience, and strategy, drawing on decades of experience across government, humanitarian operations, and corporate leadership.Subscribe for new episodes every weekTell us what you thought in the comments belowShare this episode with colleagues working in employment law, HR, risk management, and corporate governanceSee more at www.theinternationalriskpodcast.com#ArtificialIntelligence #EmploymentLaw #WorkplaceAI #HR #RiskManagement #CorporateGovernance #ShadowAI #EmploymentRisk #FutureOfWork #InternationalRiskPodcastTell us what you liked!

In This Episode Artificial intelligence can dramatically improve productivity—but only if businesses implement it with the right safeguards. In this episode, Adi Klevit interviews Andrew Adams, Practice Leader of the Labor and Employment Practice Group at DarrowEverett LLP, about the rapidly evolving legal landscape surrounding AI in the workplace. Andrew explains how employers can leverage AI to improve efficiency while avoiding costly legal, compliance, and employment issues. Adi and Andrew discuss one of today's biggest challenges: balancing automation with human judgment. As more organizations use AI to assist with hiring, performance evaluations, layoffs, and other employment decisions, businesses must ensure that humans remain actively involved in reviewing recommendations. Andrew explains how AI models can unintentionally introduce bias or create legal exposure if employers rely solely on automated outputs without proper oversight. The conversation also explores the growing concern around confidential information. Andrew explains why employees who upload company data into public AI tools may unintentionally expose proprietary information, trade secrets, or even privileged legal communications. He introduces the concept of "shadow AI," where employees independently use unauthorized AI tools without company approval, creating significant security and compliance risks. Perhaps the biggest takeaway is that AI should be viewed as a business tool—not a replacement for sound judgment. Organizations that establish clear policies, provide employee training, implement secure AI environments, and maintain human oversight will be far better positioned to benefit from AI while minimizing legal and operational risks.  

In this episode of HFS Unfiltered Stories, Divya Iyer, Practice Leader at HFS Research, is joined by Tom Scazzafavo, Global Financial Crime Managed Services Leader, EY, for a candid look at why financial crime compliance keeps failing to deliver, and how AI is changing the equation. The conversation follows EY's recognition as a Horizon 3 Market Leader in the HFS Horizons Financial Crime Compliance Services 2026 report. Tom's diagnosis is pointed: institutions have poured money into compliance for over a decade, yet enforcement actions haven't fallen, because the investment was incremental rather than transformational. Firms layered new tech on fragmented processes, legacy systems, and inconsistent data, so spending rose while the operating model never changed. He traces it to three root causes: data trapped in silos, inefficient manual processes, and incentives that reward throughput over real risk reduction. Tom is clear-eyed about AI's reality, too, separating where it genuinely works today (alert reduction, entity resolution, and network analytics, and generative AI that speeds investigations) from where ambition outruns reality (fully autonomous decisioning and scaling across jurisdictions). His verdict: AI is powerful, but it's no silver bullet, and humans stay in the loop for a while yet. He shares EY's “AI trust and governance” approach, treating each agent like a customer in a KYC process, and closes with a sharp look ahead: criminals adopting AI as fast as institutions through synthetic identities and deepfakes, the rise of real-time payments and digital assets, and widening cross-border regulatory divergence. The through-line: financial crime is becoming faster and more networked, and the winners will be those who move to real-time, intelligence-led compliance.Learn more about the 2026 HFS Horizons: Financial Crime Compliance (FCC) in Financial Services - covering 15 providers: https://www.hfsresearch.com/research/hfs-horizons-financial-crime-compliance-fcc-in-financial-services-2026/

This episode, hosted by Katie Jubenville, takes listeners on the road to the A4LE Southeast Regional Conference, featuring conversations with architects, educators, and facility planners about creating better learning environments. Guests discuss what it means to be "radically student-centered," the messages school buildings send to students and teachers, exciting trends in school design, and how to elevate teacher practice and gauge whether a school is thriving. Our guests, in order of appearance: Paulette Myers: McMillan Pazdan Smith Architecture Architect https://www.linkedin.com/in/paulette-myers/ Matthew Pierzchala, AIA, NCARB, ALEP, WELL AP: Larson Design Group Client Leader | Senior Architect | Education Planner https://www.linkedin.com/in/matthew-pierzchala-aia-ncarb-alep-well-ap-8976311a/ Dr. Burke Royster: Greenville County Schools Superintendent https://www.linkedin.com/in/burke-royster-b9436b56/ Robert Oetting: Beaufort County School District Chief Operations Officer https://www.linkedin.com/in/robert-oetting-a9742514/ Sophia Tarkhan AIA, NOMA, LEED AP, Fitwel Ambassador & Kate Edwards, AIA, NCARB: Cooper Carry Project Architects https://www.linkedin.com/in/sophia-tarkhan-aia-noma-leed-ap-fitwel-ambassador-64792a12/ https://www.linkedin.com/in/kate-edwards-aia-ncarb-937a167/ Joseph Campbell, MS: Charleston County School District Construction Procurement Supervisor https://www.linkedin.com/in/joseph-campbell-ms-741b61b8/ Aimee Eckmann, FAIA: Perkins&Will Firmwide K-12 Practice Leader https://www.linkedin.com/in/aimee-eckmann-faia-269a584/   Episode 340 of the Better Learning Podcast For more information on our partners: Association for Learning Environments (A4LE) - https://www.a4le.org/ Education Leaders' Organization - https://www.ed-leaders.org/ Second Class Foundation - https://secondclassfoundation.org/ EDmarket - https://www.edmarket.org/ Catapult @ Penn GSE - https://catapult.gse.upenn.edu/ Want to be a Guest Speaker? Request on our website  

In this episode, John Poziemski, Head of Strategy & Partnerships Advisory, VMG Health, and Chad Zoretic, Practice Leader, Partnerships, Mergers & Acquisitions, VMG Health, discuss today’s healthcare M&A landscape, the importance of strategic due diligence, and how organizations can improve deal success.

In this episode, John Poziemski, Head of Strategy & Partnerships Advisory, VMG Health, and Chad Zoretic, Practice Leader, Partnerships, Mergers & Acquisitions, VMG Health, discuss today’s healthcare M&A landscape, the importance of strategic due diligence, and how organizations can improve deal success.

Summary On this episode of Chattinn Cyber, Marc is chattin' with Mike Maletsky, Vice President and Practice Leader for Tech, Cyber, and Crime at Hiscox. Mike begins by discussing his career journey into the insurance industry, explaining that he “fell into” insurance after studying finance but stayed because he found the work intellectually engaging and people-focused. He emphasizes that cyber insurance is about much more than selling policies—it’s about understanding complex risks and helping businesses mitigate them. He also introduces Hiscox’s long-standing focus on serving small businesses, a segment that is often overlooked despite its critical role in the U.S. economy. The conversation then shifts to the cyber threats currently facing small businesses in 2026. Maletsky explains that cyberattacks are no longer isolated incidents affecting only large corporations. According to Hiscox’s Cyber Readiness Report, more than half of small businesses experienced some form of cyberattack within the past year. He discusses how ransomware, phishing campaigns, and cyber extortion continue to evolve, with artificial intelligence dramatically increasing both the sophistication and scale of attacks. Traditional warning signs such as poor grammar and obvious spelling mistakes have largely disappeared, making fraudulent communications increasingly difficult to detect. Looking ahead, Maletsky explores how AI and emerging technologies will reshape cyber risk over the next decade. In the near term, AI is making phishing emails nearly indistinguishable from legitimate communications. In the medium term, increasingly convincing deepfake audio and video could enable highly sophisticated fraud schemes, including executive impersonation. Longer term, developments such as autonomous AI agents and quantum computing could fundamentally alter internet security by challenging today’s encryption standards. At the same time, he notes that cybersecurity professionals are leveraging many of these same technologies to build stronger defenses, creating an ongoing technological arms race between attackers and defenders. The discussion also highlights the wide-ranging impact of cyber incidents beyond financial losses. Maletsky explains that a cyberattack can trigger cascading operational disruptions, including business interruption, regulatory notifications, reputational damage, and customer distrust. Perhaps most importantly, he argues that cyber incidents are fundamentally human events rather than purely technical ones. Employees often experience intense stress during an incident, particularly those responsible for responding to attacks or those who inadvertently initiated a breach through a phishing click. Organizations can suffer from burnout, blame, and deteriorating workplace culture long after technical recovery has been completed. Finally, Maletsky outlines practical steps small businesses can take to improve their cyber resilience. He stresses the importance of ongoing employee awareness training, implementing basic security controls such as multi-factor authentication and reliable backups, and viewing cyber insurance as more than financial protection. Modern cyber insurance increasingly includes preventative services such as phishing simulations, breach coaching, employee education, and risk management resources. He closes by noting that 77% of U.S. small businesses remain underinsured against cyber risk, emphasizing that many companies mistakenly assume cyber insurance is prohibitively expensive when, in reality, coverage is often affordable for even very small organizations. 5 Key Points AI is making cybercrime significantly more effective, especially through highly convincing phishing emails, ransomware operations, and deepfake impersonation attacks. Small businesses are increasingly targeted, with 56% experiencing some form of cyberattack in the previous 12 months according to Hiscox research. The consequences of cyber incidents extend beyond financial losses to include operational disruption, reputational harm, customer notification costs, and employee stress. Employee education, basic cybersecurity controls, and proactive cyber insurance services are among the most effective defenses for smaller organizations. Roughly 77% of U.S. small businesses remain underinsured against cyber threats, representing one of the largest gaps in cyber risk management today. 5 Key Quotes “Cyber is such a unique risk… it’s never one thing.” “A cyber attack is a human event. It’s not a technical one.” “The company’s weakest point is that least-trained employee.” “I don’t need to compete against my competitors. I need to compete against the non-buyers.” “The good news is the good guys also have this technology.” About Our Guest Mike Maletsky is Vice President of Technology E&O/Cyber at Hiscox USA, with more than 18 years of insurance industry experience. He brings a strong technical foundation in underwriting management and professional liability, including cyber insurance, and has deep expertise across both manual and digital distribution channels. Mike has a proven track record of building full-stack new products through digital distribution, with a focus on technology errors and omissions (E&O), excess coverage, and cyber liability. Known for serving as a key bridge in product development workstreams, he effectively connects business and underwriting priorities with technology implementation to drive aligned, successful outcomes. Throughout his career, Mike has demonstrated a commitment to innovation and to delivering forward-looking insurance solutions informed by emerging technologies and industry best practices. Follow Our Guest LinkedIn About Our Host National co-chair of the Cyber Center for Excellence, Marc Schein, CIC,CLCS is also a Risk Management Consultant at Marsh McLennan Agency. He assists clients by customizing comprehensive commercial insurance programs that minimize the burden of financial loss through cost effective transfer of risk. By conducting a Total Cost of Risk (TCoR) assessment, he can determine any gaps in coverage. As part of an effective risk management insurance team, Marc collaborates with senior risk consultants, certified insurance counselors, and expert underwriters to examine the adequacy of existing client programs and develop customized solutions to transfer risk, improve coverage and minimize premiums. Follow Our Host Website | LinkedIn

Kidnap and ransom insurance is often seen as a niche product for high-profile individuals, but is that really the case? In this episode, we're joined by Alexander Beaton, Practice Leader of Kidnap, War and Piracy at CFC, to explore what K&R insurance covers, who needs it, how claims are managed in real-world crisis situations, and the emerging risks shaping the future of this specialist market — from geopolitical instability to AI-powered virtual kidnappings.

In this Risk Capital Insight episode of the On Aon podcast, Caroline St. Clair and Jon Chapman discuss how the next generation of digital infrastructure is changing how leaders think about risk, capital and long-term growth. As AI accelerates demand for data centers, organizations are pursuing larger, more capital-intensive projects with greater interdependencies across power, construction and operations. The conversation explores why risk strategy must be embedded from the outset, how insurability influences investment decisions and what separates the organizations that can scale with confidence from those that face constraints later in the project lifecycle. Leaders will gain practical insights into aligning risk, capital and resilience to support sustainable growth and stay ahead in a rapidly evolving market. Key Takeaways:     The most important risk decisions happen early. Site selection, power strategy, campus design and climate considerations can shape insurability, financing and project outcomes long before construction begins. Organizations that address these factors upfront create greater flexibility and stronger long-term outcomes. Insurance has become a strategic enabler of growth. As data center investments increase in size and complexity, insurability plays a more significant role in securing capital, supporting stakeholders and advancing project objectives. Connecting construction and operations through a single risk strategy helps organizations improve certainty, protect investments and position critical digital infrastructure for long-term success. Experts in this episode:      Caroline St. Clair, Data Center Practice Leader, North America, Aon Jon Chapman, Practice Leader, Construction and Infrastructure, Aon Key Moments:     (01:15) The AI infrastructure boom and how data center investment, power density and project scale are creating new concentrations of risk unlike anything the insurance market has previously experienced. (06:15) What's at stake when organizations fail to consider insurability early — including the impact on financing, campus design, site selection and long-term resilience. (16:50) Why digital infrastructure leaders should adopt a lifecycle approach to risk, connecting construction and operations into a single strategy for risk transfer and resilience.  Soundbites:     Caroline St. Clair:    “Risk is no longer something you transfer after a project's been created. It's something that's determined very early in the process in the way you design, power and even configure your assets. And the people that get these choices right unlock capital, insurability and resilience. And if you get them wrong, it can be very difficult to fix down the line." Jon Chapman:    “The organizations that win in the next decade won't just be the ones that build the biggest campuses. They'll be the ones that are credible under stress for insurers, lenders, customers, regulators and society.”

Most new healthcare leaders underestimate the power of their first 90 days—until now. Discover how a simple shift in behavior, visibility, and humility can fast-track authority and leave a lasting legacy. In this episode, Kurt Mosley, Practice Leader at Health Search Partners, and Neil Marshall, Board Chair, share insider strategies that set great leaders apart during that critical early period. You'll learn why understanding the culture before making changes is essential, along with concrete tactics like walking the halls before day one and moving into hospital residencies—yes, moving in!- to truly grasp frontline realities. We break down key concepts like earned credibility through symbolic acts, building authentic rapport, and the dangers of rushing decisions. Plus, you'll discover real stories: a CEO who replaced hospital mattresses overnight, a leader who met all 242 staff members in his first 90 days, and how small gestures can define your leadership identity. If you're committed to making an impact from day one, this is your playbook for success. Neil Marshall is a seasoned hospital executive and leadership coach known for transforming organizational culture through authentic, strategic action. Kurt Mosley is an expert in health leadership development, bringing decades of experience guiding executives through pivotal transitions.To connect with our Guest:https://www.linkedin.com/in/neillmarshall/https://www.linkedin.com/in/kurt-mosley-01893212/To Connect with G'Ade:https://linktr.ee/theunfilteredbygade

For the 117th episode of the CIO podcast hosted by Healthcare IT Today, we are joined by Jeff Sturman, Former CIO of Memorial Health System and Managing Partner & Practice Leader, Information Technology & Digital at WittKieffer, to talk about the ins and outs of being a CIO! We kick this episode off by discussing why we think so many CIOs only last 3-5 years and whether we think that is a good or a bad thing. Then we list out the things that health systems are really looking for in CIOs today, that they really weren’t before. Next, Sturman shares the key aspects he wishes CIOs understood more about job searches and their careers. We know that the role of CIO does a lot, but is it too much? We dig into that by seeing what parts of a CIO’s job can be replaced by AI. Next, we debate whether the IT leadership team has become too crowded with CISO, CMIO, CDAO, CNIO, CDIO, etc. We also discuss the keys to successfully leading and creating proper reporting structures in an organization. Next, we talk about what we think is the most valuable thing a CIO could be working on right now to improve their leadership efforts. Lastly, we conclude this episode with Sturman sharing the best piece of advice he’s received in his career. Here’s a look at the questions and topics we discuss in this episode: Why do so many CIOs only last 3-5 years? Is that a good or a bad thing? What are health systems really looking for in CIOs today that may be different from the past? What are some of the key things you wish more CIOs understood about job searches and their careers? Which parts of a CIO’s job can be replaced by AI? Is the IT leadership team too crowded (CISO, CMIO, CDAO, CNIO, CDIO, etc)? What’s the key to successfully leading and creating proper reporting structures in an organization? What’s the most valuable thing a CIO could be working on right now to improve their leadership efforts? What’s the best piece of advice you’ve been given in your career? Now, without further ado, we’re excited to share with you the next episode of the CIO Podcast by Healthcare IT Today. We release a new CIO Podcast every ~2 weeks. You can also subscribe to the Healthcare IT Today podcast on any of the following platforms: NOTE: We’ll be updating the links below as the various podcasting platforms approve the new podcast.  Check back soon to be able to subscribe on your favorite podcast application. Apple Podcasts Google Podcasts Stitcher Podcast Radio TuneIn Spotify iHeartRadio Amazon Music Thanks for listening to the CIO Podcast on Healthcare IT Today and if you enjoy the content we’re sharing, please rate the podcast on your favorite podcasting platform. Along with the popular podcasting platforms above, you can Subscribe to Healthcare IT Today on YouTube.  Plus, all of the audio and video versions will be made available to stream on HealthcareITToday.com. We’d love to hear what you think of the podcast and if there are other healthcare CIO you’d like to see us have on the program. Feel free to share your thoughts and perspectives in the comments of this post with @techguy on Twitter, or privately on our Contact Us page. We appreciate you listening! Listen to the Latest Episodes

In this episode of CharityVillage Connects, we explore the changing landscape of Canadian philanthropy and the new fundraising trends that are shaping the future of the sector. Drawing on insights from the 2026 Giving Report, we look at how donor behaviour, technology, AI, legacy giving, and collaboration are reshaping the way nonprofits fund their work. What does it take to build stronger donor relationships, reimagine giving, and create resilience in such a volatile environment? Join us as we dig into the data, unpack the opportunities, and explore what charities and nonprofits can do now to prepare for the years ahead.Meet Our Guests in Order of AppearanceJulie Fiorini, General Manager, Donor Services & Brand Marketing, CanadaHelpsWen-Chih O'Connell, Executive Director, PayPal Giving Fund CanadaAllen Davidov - Senior Vice President and Practice Leader, EnvironicsAnalyticsKelly Cole, President & CEO, Sunnybrook Hospital FoundationAlain Mootoo, Chief Operating Officer, CAMH FoundationDeepa Chaudhary, CEO, GrantOrb.comAbout your HostMary Barroll, president of CharityVillage, is an online business executive and lawyer with a background in media, technology and IP law. A former CBC journalist and independent TV producer, in 2013 she was appointed General Counsel & VP Media Affairs at CharityVillage.com, Canada's largest job portal for charities and not for profits in Canada, and then President in 2021. Mary is also President of sister company, TalentEgg.ca, Canada's No.1, award-winning job board and online career resource that connects top employers with top students and grads.Additional Resources from this EpisodeWe've gathered the resources from this episode into one helpful list:The Giving Report 2026 (CanadaHelps, 2026)The Future of Giving: Looking Beyond the Selfie – Unveiling Philanthropic Trends Among Canada's Generation Z and Millennial Donors (PayPal Giving Fund Canada and AgentsC, 2023)Increase Your Fundraising with Securities Donations (CanadaHelps, 2026)Donor Activation Toolkit (Environics Analytics, 2026)PRIZM Segment Explorer (Environics Analytics)GrantOrb.comLearn more and listen to the full interviews with the guests here.

AI is rapidly reshaping enterprise infrastructure and operations (I&O), placing new demands on compute, networking, virtualization, security, and talent management. On the next episode of Fiber for Breakfast, Ron Westfall, Vice President and Practice Leader for Infrastructure and Networking at HyperFRAME Research, joins Gary Bolton, President & CEO of the Fiber Broadband Association, to discuss new global research examining how enterprises are adapting I&O strategies for the AI era. The conversation explores how organizations are prioritizing investments, scaling data and network infrastructure, and addressing operational complexity to move AI from experimentation to secure, production-ready deployment. With Special Guest: Ron Westfall, VP and Practice Leader for Insfrastructure and Networking, HyperFRAME Research

Matt Louis, is one of the nation's leading experts in career transition for members of the military community. He coaches individuals on their transition efforts and advises employers on hiring programs designed to successfully assimilate this valuable talent pool. He is the author of the award-winning and best-selling HarperCollins book, Mission Transition, a practical guide for veterans in career transition, their families, and their employers. His second book, Hiring Veterans, is a practical guide for organizational leaders on how to build programs to successfully assimilate veterans and military spouses. He is a Member of Louis Advisors LLC, a veteran-owned small business, was President of Purepost, Inc. and spent 17+ years at Deloitte where he became a Senior Manager and Practice Leader. Matt is a retired officer, US Army Active Duty and Reserve, 1991 to 2012. He graduated from the Military Academy at West Point and received his MBA at Indiana University – Kelly School of Business. Matt in discussion with Don Hutcheson:  "On average, today's transitioning veterans will be unemployed for 22 weeks before they find a job. And when they do, they are simply looking to replace a revenue source. They'll take a job to get any job – and it is usually not the right one. They'll rotate out of that job within the first year and a half, and they'll continue to job hop and job hop and job hop. So much so that by their sixth post-military job, 50 percent, yes, half of transitioning veterans are still not in their optimal career field. I would peg that their sixth job is between three to five years from when they re-entered civilian life.  That's alarming." "Why would I raise my right hand and enlist if today's service members are not finding full-time employment? And suicide rates continue to be at unacceptable levels. There is a direct correlation with all of these things."

The rapid shift from seat‑based licensing to hybrid and consumption‑based AI pricing has made technology spend significantly harder for enterprises to predict and control. In this episode, Adam Mansfield, Practice Leader at UpperEdge, examines how these new pricing models create financial exposure for buyers and why clear forecasting, transparency, and leverage are increasingly difficult to secure in negotiations with major vendors, in conversation with host Marilie Fouché. He highlights the practical steps leaders must take now — from auditing current usage and identifying under‑leveraged spend to engaging vendors early and using the broader. This episode is sponsored by UpperEdge. To go deeper into vendor negotiations and learn how to assess AI providers by leadership credibility and funding signals, download our free report, "5 Ways to Select the Right AI Vendor," at emerj.com/aiv3

Shaolin Martial Artist Paula Lazarz explores the alchemy of self-defense and Zen Buddhism to reach ultimate inner and outer balance in practice.Today's podcast is brought to you by BetterHelp. Give online therapy a try at betterhelp.com/beherenow and get on your way to being your best self.In this episode, Paula Lazarz provides insights on:Developing a beginner's mind and a commitment to practiceIncluding the mystery of Zen for Kung Fu testingGuiding love in a martial arts environment How martial arts reflect the true nature within youInterweaving Zen practice with self-defenseFacing violence in the world and within ourselves Discovering more about our own anger and shadows Uniting our minds and bodies in a complete wayReleasing embedded cellular anger in order to practice more deeplyPracticing stillness just as much as we practice movementPaula's ‘homecoming' within monastic practice This conversation was originally recorded on the Paths of Practice Podcast. Listen to more episodes HERE.About Paula Lazarz:Paula Lazarz is a full-time Shaolin martial artist. She also served as an ordained priest in the Zen Buddhist lineage of Shunryu Suzuki for 10 years before giving up her robes in 2026. Her over two decades of study in the martial arts and Buddhist practice has been an exploration of the idea of the historical Shaolin Temple, culminating in Warrior's Path Buddhist Academy. Paula studies the connection, both practical and historical, between Shaolin Kung Fu and Zen Buddhism. Her teaching and business philosophy places an emphasis on helping individuals of all ages gain physical, emotional, psychological and spiritual balance using the multi-faceted disciplines of Shaolin Kung Fu. Paula is a co-owner of Energy Fitness, Inc., Head Instructor at HealthKick Kung Fu and a Practice Leader at Ancient Dragon Zen Gate.About Vincent Moore:Vincent Moore is a creative and creative consultant living in San Francisco, California, with over a decade of experience in the entertainment industry and holds a graduate degree in Buddhist Studies. For years, he performed regularly at the Upright Citizens Brigade Theatre, an improv and sketch comedy theatre based in New York and Los Angeles. As an actor, Vincent performed on Comedy Central, The Tonight Show Starring Jimmy Fallon, The Late Show with Seth Meyers, Above Average, and The UCB Show on Seeso. As a writer, he developed for television as well as stage, including work with the Blue Man Group, and his own written projects have been featured on websites such as Funny or Die. Additionally, he received a Masters of Buddhist Studies from the Institute of Buddhist Studies with a Certificate in Soto Zen Studies and engages in a personal Buddhist practice within the Soto Zen tradition. Vincent is also the creator and host of the podcast, Paths of Practice, which features interviews with Buddhists from all over the world. Learn more on Vincent's website HERE.“Martial art practice forces you to look at the dark side of humanity on a daily basis; you're learning how to defend yourself against violence so you're thinking about the reasons people get violent all the time. This is the Shaolin perspective: we know that if we only look at that all of the time that we might become an extremely aggressive person that doesn't understand how to use it properly, that's why there needs to be a balance in the training as well.” –Paula LazarzSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As high-speed internet becomes essential to daily life, this episode explores Omdia's latest report on what's next for broadband across North America. The report examines emerging trends reshaping connectivity—from expanding rural access and improving home network experiences to evolving pricing models and intensifying competition. In this week's episode, Gary Bolton, President and CEO of the Fiber Broadband Association, is joined by Jaimie Lenderman, Research Manager, Service Provider Networks and Alzbeta Fellenbaum, Practice Leader, Service Provider–Consumer, to discuss forward-looking strategies operators can adopt to strengthen customer loyalty, attract new subscribers, and drive sustainable revenue growth in a rapidly changing market. Register now! With Special Guests: Jaimie Lenderman, Research Manager, Service Provider Networks, Omdia Alzbeta Fellenbaum, Practice Leader, Service Provider Consumer Research, Omdia

Connectivity becomes transformational in healthcare when it helps providers extend their expertise, close access gaps, and support care beyond the hospital walls. In this episode, Robin Goldsmith, Practice Leader for Healthcare and Life Sciences at Verizon Business, shares why connectivity is no longer just infrastructure. It is becoming a strategic foundation for healthcare delivery. Drawing on nearly two decades in the space, Robin explains how the pandemic exposed major gaps in access for patients without reliable devices or networks, and why that moment clarified the role telecommunications can play in healthcare transformation. He discusses the growing pressure on providers to improve patient and clinician experience while managing thin margins, workforce shortages, and rising demand for more distributed care. Robin also highlights how stronger network infrastructure, better partnerships, and new models for rural health, remote monitoring, and even robotic surgery can help health systems expand access and move care closer to patients. Tune in to learn how connectivity is helping healthcare become more responsive, more distributed, and more equitable. Resources: Connect with and follow Robin Goldsmith on LinkedIn! Follow Verizon Business on LinkedIn and explore their website! Listen to the Healthcare of Air by Verizon here.

Welcome to the CRE podcast. 100% Canadian, 100% commercial real estate. What if the global geopolitical churn is actually creating opportunities to realign your portfolio? In this episode of the Commercial Real Estate Podcast, powered by First National, hosts Aaron Cameron and Adam Powadiuk are joined by Sean McCrorie, Vice Chair and Practice Leader at... The post From Niche to Necessity: The Seniors Housing Surge with Sean McCrorie, Vice Chair and Practice Leader at Cushman and Wakefield appeared first on Commercial Real Estate Podcast.

Host Luke McNamara is joined by Chris Linklater, Practice Leader at Mandiant, to discuss the 2026 edition of Mandiant's M-Trends Report. Chris dives into the latest trends observed in breached throughout 2025 and into this year, noting some of the key aspects organizations should focus on in applying these insights into today's threat landscape. https://cloud.google.com/security/resources/m-trends

In the latest episode of Unfiltered Stories, Sam Duncan, Practice Leader at HFS, sat down with Paul Brody, Former Global Blockchain Leader at EY, and Clare Adelgren, Global Blockchain Leader at EY, to discuss the findings of the latest HFS Enterprise Blockchain Services Horizon. They concluded that enterprise blockchain is very much alive, but it's become all the right kinds of boring.Key discussed points include:Serious players never stopped investingThe core drivers of enterprise blockchain today (stablecoins, tokenization)How engagements can move to productionWhat differentiates leaders in the marketIf you think enterprise blockchain is dead, think again.Read the associated HFS Horizon Report here: https://www.hfsresearch.com/research/hfs-horizons-enterprise-blockchain-services-2025/

Send us Fan MailIf you love sports and marking, you're gonna love this episode!Anna and Paul welcome in Eric Boester, NFP's Chief Marketing Officer and Practice Leader of Sports & Entertainment. We discussed his career journey, leading a growing organization in many seasons of change, and the business of sports.Fun fact…Eric's wife is an OBGYN and just this year helped to bring her 5,000th birth into this world…we need to interview her!Music in this episode is Pelicans by Joe Cooney. Check him out on instagram @cooney.tunes !!Follow us on Instagram! @work_dad_podcast

Moshe Beauford, reporting for Technology Reseller News, interviewed Robin Goldsmith, Practice Leader for Healthcare & Life Sciences at Verizon Business, to explore how AI, data, and secure connectivity are reshaping healthcare delivery and innovation. Goldsmith explained that healthcare organizations are under increasing pressure to modernize while maintaining strict compliance, security, and patient privacy standards. As digital transformation accelerates, providers are turning to advanced technologies to improve clinical outcomes, streamline operations, and enhance patient engagement. “Healthcare is becoming a data-driven industry, and the ability to move, secure, and act on that data is critical,” Goldsmith noted. A key theme of the discussion was the role of AI in enabling more proactive and personalized care. From predictive analytics to workflow automation, AI is helping healthcare organizations identify risks earlier, optimize resource allocation, and reduce administrative burdens on clinicians. However, Goldsmith emphasized that these capabilities depend on having the right infrastructure in place—particularly secure, reliable networks that can support real-time data exchange across distributed environments. The conversation also addressed the growing importance of edge computing and connected devices in healthcare. As more data is generated outside traditional hospital settings—through remote monitoring, telehealth, and IoT-enabled medical devices—organizations must ensure that data can be processed quickly and securely closer to where it is created. This shift is driving new architectures that combine cloud, edge, and network capabilities. Ultimately, Goldsmith positioned Verizon Business as a partner helping healthcare organizations navigate this transformation by integrating connectivity, security, and advanced technologies into a unified approach. As the industry continues to evolve, success will depend on the ability to securely harness data and deliver more intelligent, patient-centered care. More information about Verizon Business and its healthcare solutions is available at https://www.verizon.com/business/.

In this replay episode, we're revisiting one of the most important leadership decisions every growing practice owner faces: should you promote someone from within, or bring in outside leadership talent? As founders, many of us build our businesses around the skills we know best—whether that's clinical excellence or coaching expertise. But the transition from hands-on provider to visionary CEO requires a completely different leadership skill set. In this conversation, we unpack common mistakes that can slow growth, like overpaying for experienced hires before your business is ready, or promoting a team member into leadership without the training and support they need to succeed. Instead, you'll learn how to identify, develop, and support a Practice Leader—a role designed to bridge the gap between the front desk and operations management while strengthening the leadership structure of your practice. We also cover the core leadership capabilities that make someone effective in this role, including communication, influence, accountability, and team leadership, along with how to set clear career pathways, identify skill gaps, and recognize early red flags when evaluating potential leaders. If you're building or restructuring your leadership team, this replay is packed with insights to help you make smarter promotion decisions, avoid costly leadership missteps, and create the structure needed to support long-term growth. Resources → Register for SPARK: A 5-day strategic reset for aesthetic and wellness practice owners and practice managers navigating growth, change, and what's next. → Snag your ticket for the ALT Experience. There are just a handful of tickets remaining! → Join the Fierce Factor Society → Follow Kaeli on Instagram: @kaeli.lindholm Additional Ways to Connect: Book a Discovery Call: Ready to scale with intention? Let's map out your next strategic move. KLC Consulting Website Kaeli on LinkedIn

Send a textThis episode breaks down why leadership fails in practice operations—and what high-performing leaders do differently. Starting with the real barriers to leadership, Brandon uses a Tom Brady example to explain the drive, standards, and internal accountability required to lead when pressure is high. You'll learn a Vision-Driven Strategist framework for creating change: define the vision, translate it into measurable goals, and build the structure that makes execution repeatable—not dependent on personality or “good days.”The conversation then shifts into culture and team performance: why your team is the engine and culture is the fuel, and why leaders must architect structure, not simply delegate tasks. Brandon challenges the misconception that empathy alone is leadership—showing how empathy without clear expectations creates inconsistency—and explains the hard truth: when people respect you, you can lead; when they don't, you can't. You'll also get a practical take on social and emotional intelligence in the workplace, including when to listen vs. challenge, how small behaviors shape trust, and the four emotional intelligence factors that influence communication, conflict, and accountability. The episode closes with servant leadership, turning plans from paper into reality, and the question every owner should ask: are leaders born—or made?Welcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide Book This show is proudly produced at PS Studios — learn more https://www.psstudios.co

In this episode of The Consumer Finance Podcast, host Chris Willis is joined by Troutman Pepper Locke Partner Lori Sommerfield and Charles River Associates VP and Practice Leader of Financial Economics Marsha Courchane to discuss the current administration's "debanking" initiative established through Executive Order 14331. They discuss key actions taken by federal agencies to implement it, expectations for financial institutions and small business lenders to conduct internal reviews, regulatory reporting deadlines, and consequences for noncompliance. This episode also features practical tips on tools and technology that institutions/small business lenders can use to facilitate conducting debanking reviews and highlights the tension between the debanking initiative and financial institutions' need to comply with the Bank Secrecy Act and other federal anti-money laundering laws. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Andy Colbert, Senior Managing Director, Ziegler. He shares key strategies for physician groups evaluating partnerships, including how to align culture, strengthen leadership, and prepare their organization for sustainable growth and long-term success.This episode is sponsored by Ziegler.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Andy Colbert, Senior Managing Director, Ziegler. He shares key strategies for physician groups evaluating partnerships, including how to align culture, strengthen leadership, and prepare their organization for sustainable growth and long-term success.This episode is sponsored by Ziegler.

In this episode of Private Markets 360°, we welcome Nate Collins, National Transaction Tax Advisory Practice Leader, and Jessica Wadd, Principal and Strategy and Innovation Segment Leader, BDO. They share their expertise in tax structuring and management consulting, offering insights into the current private equity landscape. The discussion highlights the challenges and opportunities in deal structuring, the importance of understanding tax implications, and the need for adaptability in today's investment environment.  Credits:  Host/Author: Chris Sparenberg and Jocelyn Lewis Guests: Nate Collins and Jessica Wadd, BDO Producer: Georgina Lee www.spglobal.com www.spglobal.com/market-intelligence

A CMO Confidential Interview with Richard Sanderson, the Marketing, Sales, and Communications Practice Leader at Spencer Stuart. Richard starts with the basics of salary, bonus and equity and branches out to compensation mix, the various types of equity, negotiating best practices, and the "other" elements of an offer. Key topics include: why the devil is in the details; when and how to discuss compensation; the difference between dumb luck and bad luck; and why everyone should do a "multi-year cash flow analysis." Tune in to hear why you should always read the proxy statement and the importance of being prepared to explain how you are using AI.What should CMOs (and aspiring CMOs) know about salary, bonus, and equity—and how do you actually negotiate it? Mike Linton sits down with Richard Sanderson, Practice Leader at Spencer Stuart, to demystify executive compensation for marketing leaders. They cover base pay vs. bonus, RSUs vs. options vs. PSUs, vesting mechanics, event-based triggers, how and when to negotiate, and what new pay-equity laws mean for candidates. Real talk on forfeitures, bonus history, and why your “one big ask” matters when the offer finally comes.What we cover • Why CMO pay data is scarce (and what that means for “market rate”) • Compensation mix: public vs. private/PE, U.S. vs. Europe, and “CMO+” roles • Equity 101: RSUs, options (strike prices/underwater risk), and PSUs (accelerators/decelerators) • Vesting models: time-, performance-, and event-based—and what you can/can't negotiate • Bonuses: how targets are set, why they're harder to move, and the 3-year payout history test • Negotiation timing: expectation-setting, handling the “what are your expectations?” question, and using information asymmetry to your advantage • Pay-equity & transparency laws: what recruiters can ask (expectations) vs. can't (history), and how to discuss forfeitures • Offer strategy: why you typically get one high-leverage counter—and how to use itSponsor @quadgraphics — Better marketing is built on Quad. When everything in your marketing machine works together, efficiency, speed, and ROI go up. See how better gets done: www.quad.com/buildbetter⸻

Practice Leader at UpperEdge Adam Mansfield and The Information's Kevin McLaughlin talk with TITV Host Akash Pasricha about Salesforce's challenges selling its AgentForce AI software and the murky ROI for customers. We also talk with The Information's Aaron Holmes and Adam Mansfield about Microsoft's new playbook for Copilot. We get into the evolving role of product management with Sahir Azam, the new partner at Index Ventures, and finally, we talk with Kareem Amin, CEO of Clay, about how his company is defining a new role in go-to-market.Articles discussed on this episode: https://www.theinformation.com/articles/marc-benioff-said-ai-easy-crazy-team-salesforce-proved-wronghttps://www.theinformation.com/articles/microsoft-hopes-hastened-ai-rollout-price-discounts-can-fuel-office-365-growthTITV airs on YouTube, X and LinkedIn at 10AM PT / 1PM ET. Or check us out wherever you get your podcasts.Subscribe to: - The Information on YouTube: https://www.youtube.com/@theinformation4080/?sub_confirmation=1- The Information: https://www.theinformation.com/subscribe_hSign up for the AI Agenda newsletter: https://www.theinformation.com/features/ai-agenda

Sorting through the rapidly advancing field of recruitment technology and the even faster growing world of AI-powered tools, can be a dauting challenge for workforce leaders. Talent Tech Labs eases organizations through the intricate capabilities available and provides a strategic approach to the best tech stack for their business needs. Talent Tech Labs' Co-founder Brian Delle Donne and Practice Leader of Research David Francis take over the Subject to Talent podcast to introduce the new Talent Acquisition Ecosystem 13 and how Talent Tech Labs' advisory arm helps transform how work gets done. 

In this episode of the FEI Podcast, we explore key insights from a recent webinar hosted by the Financial Education & Research Foundation (FERF) and CohnReznick, focused on Financial and Accounting Outsourcing in the Age of AI. Based on new research, this conversation highlights how finance leaders are using outsourcing to overcome resource constraints, drive strategic priorities, and adapt to a rapidly changing business environment. We'll examine how outsourcing practices are evolving, what finance professionals expect for the future, and how technology, especially AI, is reshaping best-in-class approaches to working with providers. Whether you're a CFO, finance executive, or strategic decision-maker, this episode will equip you with the knowledge to evaluate and evolve your outsourcing strategy for maximum impact. Key Takeaways: Strategic Value & Talent Resourcing: How CFOs are refocusing internal teams on high-value initiatives and accessing specialized expertise. Technology & Innovation: The role of AI and machine learning in improving data processing, accuracy, and decision-making. Risk Management & Compliance: How outsourcing enhances regulatory compliance and risk mitigation. Market Trends & Insights: Fresh data on outsourcing adoption, emerging technologies, and future expectations. Speakers: Michelle Voyer, MBA – Director, Client Advisory Services, CohnReznick Advisory LLC Kane Polakoff – Partner, Practice Leader, Client Advisory Services (CAS), CohnReznick Advisory LLC Special Guests: Kane Polakoff and Michelle Voyer.

HFS Research and LTIMindtree unpack the intertwined transitions shaping the future of energy and utilities, sustainability, AI, and talent. Josh Matthews, Practice Leader for Sustainability, Energy, and Utilities at HFS Research, sits down with Ramesh Kannan, EVP and Chief Business Officer, Head of Energy and Utilities at LTIMindtree, to explore how the industry must navigate these simultaneous shifts. Key discussion highlight:Sustainability, AI, and talent are not isolated shifts—they are deeply interconnected. The industry needs bold and strategic transition planning that ties long-term global ambitions with the immediate push for efficiency and resilience. Energy and utilities organizations must balance future-focused goals with today's operational realities to successfully insulate themselves from geopolitical volatility.Learn more about this Horizons report to see how service providers are helping their E&U clients embrace innovation and realize value across three distinct Horizons: https://www.hfsresearch.com/research/hfs-horizons-energy-and-utilities-service-providers-2025/

In Part 2 of this Pulse Check series, Dan Giroux sits down with Melissa Fincher and Shanna Hocking for a compelling look at how advancement marketing and communications teams can adapt to today's climate of fiscal uncertainty, evolving talent needs, and constant change. This episode dives deep into how higher ed leaders can rethink team structures, integrate AI responsibly, and develop talent that drives long-term value. Whether you're leading an advancement team or building one, this is a must-listen conversation for navigating the next era of higher education marketing.Resources provided by Melissa:WittKieffer Open Searches in Marketing, Communications, & Strategy: https://wittkieffer.com/positions?excellence=227WittKieffer Interim Talent Network: https://wittkieffer.com/form/interim-talent-networkWittKieffer Insights: https://wittkieffer.com/insightsWittKieffer Executive Searches on LinkedIn: linkedin.com/showcase/current-executive-searches/Resources provided by Shanna:HBR “5 Qualities to Look for in a New Hire”: https://hbr.org/2024/03/5-qualities-to-look-for-in-a-new-hireBOLD Blueprint for Women in Advancement: https://www.hockingleadership.com/research-studyGuest Names: Melissa Fincher, Principal and Practice Leader, Marketing & Communications, WittKiefferShanna Hocking, Founder and CEO, Hocking LeadershipGuest Socials:Melissa: MFincher@wittkieffer.comShanna: shanna@shannaahocking.comGuest Bios: Principal Melissa Fincher serves as the Marketing & Communications Practice Leader for WittKieffer's Education Market. She has partnered on 170+ executive searches with a wide variety of mission-serving clients. Her varied experiences make her uniquely qualified to support institutions with their short and long-term talent strategies and solutions. She started her career at Rutgers University in undergraduate admissions. She then served Johns Hopkins, first as a member of the Development & Alumni Relations senior leadership team and then as the inaugural talent acquisition consultant. Prior to joining WittKieffer, Melissa was a talent and organizational development consultant at The Ohio State University.Shanna (rhymes with Donna) is a nationally recognized expert in higher education advancement and nonprofit leadership, and the author of One Bold Move a Day (McGraw Hill). She is the founder and CEO of Hocking Leadership, a strategic advisory firm that helps universities and academic medical centers strengthen their leaders, build high-performing teams, and develop workplace cultures that increase retention and grow philanthropy. Shanna spent more than 20 years as a fundraising executive, leading teams and raising transformational gifts at the Wharton School of the University of Pennsylvania, Children's Hospital of Philadelphia, the University of Alabama, and Duke University. Today, she partners with chief advancement executives and their teams to solve their most complex leadership challenges.She is a LinkedIn Top Voice and her expertise has been featured in Harvard Business Review, Fortune, Fast Company, and The Wall Street Journal. - - - -Connect With Our Host:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com.

Episode 32 In this episode of CharityVillage Connects, we take a close look at the insights revealed in the 2025 CanadaHelps Giving Report about the landscape of charitable giving in Canada, and what these insights mean for your nonprofit or charity. Joined by sector leaders, we examine donor trends, shifting patterns of giving, and the broader implications for fundraising in today's uncertain economic climate. Meet Our Guests in Order of Appearance Nicole Danesi, Senior Manager, Strategic Communications and Brand, CanadaHelpsAllen Davidov, Senior Vice President, Practice Leader of the Not-for-profit, Energy, and Tourism Sectors, Environics AnalyticsAneil Gokhale, Director of Philanthropy, Toronto FoundationSamantha Cooke, Vice President, Philanthropy, Daily Bread Food BankSarah Midanik, President & CEO, Gord Downie & Chanie Wenjack FundAbout your HostMary Barroll, president of CharityVillage, is an online business executive and lawyer with a background in media, technology and IP law. A former CBC journalist and independent TV producer, in 2013 she was appointed General Counsel & VP Media Affairs at CharityVillage.com, Canada's largest job portal for charities and not for profits in Canada, and then President in 2021. Mary is also President of sister company, TalentEgg.ca, Canada's No.1, award-winning job board and online career resource that connects top employers with top students and grads.Additional Resources from this EpisodeWe've gathered the resources from this episode into one helpful list:The Giving Report 2025 (CanadaHelps) [Past Giving Reports are available at the bottom of this page]Learn more and listen to the full interviews with the guests here.

In this insightful conversation, host Scott Stirrett chats with Mark Franklin, Practice Leader and President at CareerCycles, Co-founder of OneLifeTools, and longtime career counselor, to explore how people navigate career transitions in today's uncertain world. Drawing from decades of counseling experience and psychological research, Mark unpacks why many professionals feel stuck, the common trap of “miswanting,” and how structured reflection can lead to better career choices. From mini-retirements and job crafting to balancing doing good with doing well, Mark shares concrete tools for building careers that are both meaningful and sustainable. Whether you're in your first job or your fifth pivot, this episode offers grounded guidance on how to take intentional next steps—without getting overwhelmed by the pressure to have it all figured out.

In this solo episode, Tracy shares the exact Strategic Decision Framework that her most successful clients use to make confident business decisions without the sleepless nights. If you've ever found yourself second-guessing strategic choices or avoiding important decisions altogether, this episode reveals why practice leaders struggle with business decision-making and provides a simple but powerful 5-question filter that brings immediate clarity to any strategic choice.  Episode Highlights:  Why clinical training actually works against you when making business decisions • The hidden cost most practice owners miss when evaluating opportunities • How to distinguish between strategic opportunities and shiny objects • The crucial question that separates reactive leaders from proactive ones • Why "not deciding" is still a decision with real consequences Notable Quotes:  "Your clinical training taught you to make evidence-based decisions with clear protocols. But business decisions require you to act with incomplete information."  "Every yes is an automatic no to something else."  "Strategic thinking isn't a luxury when you're a practice owner—it's a necessity."  "When you make one good strategic decision, it eliminates dozens of smaller decisions down the road."  Ready to discover where your practice stands?  Take our Practice Growth Readiness Assessment to identify your current stage and biggest leverage points for sustainable growth. Strategic thinking starts with knowing exactly where you are in your leadership journey.  This episode is part of the Thriving Practice podcast series, focused on helping healthcare provider-owners build sustainable, profitable practices through strategic operations and leadership development.  Take your Practice Growth Readiness Assessment   Tracy's Bio:  Tracy Cherpeski, MBA, MA, CPSC (she/her/hers) is the Founder of Tracy Cherpeski International and Thriving Practice Community. As a Business Consultant and Executive Coach, Tracy helps healthcare practice owners scale their businesses without sacrificing wellbeing. Through strategic planning, leadership development, and mindset mastery, she empowers clients to reclaim their time and reach their potential. Based in Chapel Hill, NC, Tracy serves clients worldwide and is the Executive Producer and Host of the Thriving Practice podcast. Her guiding philosophy: Survival is not enough; life is meant to be celebrated.  See Where Your Practice Stands: Take our Practice Growth Readiness Assessment  Connect With Us:  Be a Guest on the Show  Thriving Practice Community  Schedule Strategy Session with Tracy  Tracy's LinkedIn  Business LinkedIn Page 

In this episode of The UVM Podcast, Steve and Nick explore the complex intersection of Utility Vegetation Management and the insurance industry with a focus on insurance for UVM Service Providers. With increasing risks from wildfires, storms, and climate change, insurers are re-evaluating their coverage models for utilities. The episode addresses how proactive vegetation management can impact insurance claims, liability assessments, and rate structures.Our hosts also discuss real-world examples, changes in insurance underwriting practices, and opportunities for better alignment between utilities and insurers to mitigate wildfire and storm-related damages. This timely conversation sheds light on how UVM professionals can prepare for a future where insurance plays a larger role in operational and financial planning.The episode format is a round table and the guests are:Jett Abramson, EVP at Amwins GroupMark Shipp, Senior EVP and Practice Leader from Hub  Arbor Insurance GroupJoshua Caudill, Founder and President, Safety Leadership Innovators 

In this episode of the Business of Hearing podcast, we break down the four most important focus areas for private practice owners heading into summer 2025. With industry shifts, rising patient expectations, and changing marketing dynamics, it's never been more important to work on the business, not just in it. You'll learn: • What clinics should be prioritizing right now • Why admin overload is killing your growth • How to build a business that serves your lifestyle • The biggest mistakes clinics make when trying to scale ➤ Whether you're running a solo practice or leading a multi-location group, this episode will help you reset and refocus. 

What if the key to unlocking growth in your practice was just one question away? Most physicians and practice leaders move so fast that they don't stop to ask what's actually making their day harder than it should be.  In this episode, Zed explores the single, overlooked question that can surface hidden constraints, trigger meaningful improvements, and rewire how you lead your business. Don't wait for symptoms to become emergencies.  Request a Practice Review: https://www.physiciangrowthaccelerator.com/connect  Take the Vitals Diagnostic: https://www.physiciangrowthaccelerator.com/vitals-diagnostic  

Community Health Network, Inc. of Indiana (CHN) entered into an agreement with the Department of Justice (DOJ) in December 2023 to settle alleged violations of the False Claims Act. The settlement amount of $345 million was the largest settlement of its kind in history. Dave Hesselink, Managing Principal, SullivanCotter, A.J. Orille, Consulting Principal, SullivanCotter, and Mark Ryberg, Practice Leader, Physician Workforce, SullivanCotter, discuss the particulars of the 2023 CHN settlement with DOJ, with a focus on the valuation components. They also share some practical takeaways for health care organizations looking to maintain their physician compensation compliance programs. Sponsored by SullivanCotter.AHLA's Health Law Daily Podcast Is Here! AHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Premium members. Get all your health law news from the major media outlets on this new podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast.

AI is transforming job search, recruiting and hiring practices. Our guest in this podcast episode is Steve Swan, Practice Leader at The Swan Group. Steve is an Executive Recruiter specializing in technology for the Pharmaceutical and Biotech Industry. In this episode Steve shares his insights on how AI is transforming the hiring process.

In this replay episode of Growing in the Green Industry, we welcome Joe Kujawa, Practice Leader of Bruce Wilson & Company. Joe talks about the power and value of peer groups.  Joe talks about the uniqueness that our industry has compared to other industries and how our industry is willing to share information – successes and failures.  He also shares how networking can be intimidating but the importance of it.  This episode is hosted by SkylerWestergard with LandCare and Brett Lemcke with RM Landscape.

"When somebody shows you who they truly are, believe them the first time. From the very beginning, we took Emory at their word when they said they wanted to design and build a cancer center never before seen or imagined." —Anthony Treu on The Healthcare Interior Design 2.0 podcast Step into a world where healthcare spaces nurture healing, empower caregivers, and transform the patient experience. In this inspiring episode, host Cheryl Janis sits down with visionary healthcare architect Anthony Treu, AIA, ACHA, LEED AP, Principal and Healthcare Practice Leader at Skidmore Owings and Merrill (SOM), who is revolutionizing how we think about healthcare design. From a fourth-grader sketching houses to the one of the architects behind award-winning cancer centers at SOM, Anthony shares the remarkable journey of creating spaces that combine cutting-edge innovation with profound human comfort. He and his teams' work on the groundbreaking Emory Winship Cancer Center in Atlanta, Georgia shows us what's possible when we dare to reimagine healthcare delivery from the ground up. Discover how Anthony and his team are creating healthcare environments that feel less like institutions and more like sanctuaries of healing, where high-tech innovation meets human-centered design. This conversation will leave you believing in the power of architecture to transform the healthcare experience. Learn more about Anthony Treu and SOM's pioneering healthcare architecture projects at: https://www.som.com/. SOM partnered with May Architecture, https://www.mayarchitecture.com/ on the Emory Winship Cancer Center project. Anthony credits this collaboration as a cornerstone of the project's success, combining SOM's innovative approach with May Architecture's specialized clinical design expertise. In this enlightening conversation, Cheryl and Anthony explore: The revolutionary spirit behind Emory Winship Cancer Center, where traditional cancer care was completely reimagined to put patients first How rethinking the basic layout of cancer care reduced treatment planning from weeks to a single day The stunning results of patient-centered design: registration times cut in half, satisfaction scores soaring into the 90th percentile, and staff retention improving by 10% The beautiful balance of creating spaces that feel both technologically advanced and warmly inviting How questioning core assumptions – like "Do we really need waiting rooms?" – can lead to breakthrough innovations The future of healthcare spaces, where rooms might quietly monitor vital signs without patients even knowing  Anthony's philosophy of approaching each project with fresh eyes, free from the weight of convention Stories from some of SOM's global projects in Egypt and Kazakhstan that reveal universal truths about human-centered healthcare design The exciting frontier of healthcare design, where ambient technology and passive monitoring could transform the patient experience How collaboration and trust between architects, engineers, and visionary clients can turn seemingly impossible dreams into reality The power of asking better questions rather than just designing better solutions Whether you're a healthcare professional, designer, architect, or someone who cares about improving the healthcare experience, this conversation will inspire you to think differently about what's possible in healthcare design. Join us for a masterclass in how thoughtful design can transform not just buildings, but the entire experience of giving and receiving care. Listen to the episode now! Shout Outs May Architecture (00:24:11) Described as cornerstone partner for Emory project CBR Healthcare (00:25:19) Program manager for Emory project Batson Cook (00:25:24) Contractor for Emory project Newcombe and Boyd (00:25:24) Engineering partners Featured Projects: Emory Winship Cancer Center - Atlanta, Georgia  (00:00:48) Egypt's National Cancer Institute (00:44:23) Almaty's International Medical Center (00:44:27) Roper St. Francis Healthcare - Charleston, South Carolina (00:48:55) Industry Partners The world is changing quickly. The Center for Health Design is committed to providing the healthcare design and senior living design industries with the latest research, best practices and innovations. The Center can help you solve today's biggest healthcare challenges and make a difference in care, safety, medical outcomes, and the bottom line.  Find out more at healthdesign.org. Additional support for this podcast comes from our industry partners: The American Academy of Healthcare Interior Designers The Nursing Institute for Healthcare Design Learn more about how to become a Certified Healthcare Interior Designer®  by visiting the American Academy of Healthcare Interior Designers at: https://aahid.org/. Connect to a community interested in supporting clinician involvement in design and construction of the built environment by visiting The Nursing Institute for Healthcare Design at https://www.nursingihd.com/ FEATURED PRODUCT The prevention of nosocomial infections is of paramount importance. Did you know that bathrooms and showers – particularly in shared spaces – are a veritable breeding ground for pathogen, some of which we see in the form of mold and the build-up of toxic bio films on surfaces. Body fats and soap scums provide a rich food sauce for micro-organisms such as airborne bacteria Serratia Marcescens, which thrive in humid conditions. We know that people with weakened immune systems are so much more vulnerable to the illnesses associated with infection and let's face it, none of us go into the shower with an expectation that we might get sick. So how do we keep those shower walls clean? Well let's think big – BIG TILES. Porcelanosa have developed XXL Hygienic Ceramic Tiles that are 5 feet long - which means just one piece fits the wall of a shower or tub surround. XTONE Porcelain slabs are 10 feet high which means a floor to ceiling surface with no joints. Why does this matter? Well hygienic glaze will not harbor pathogen and surface impurities are easily removed to prevent build up – it is reassuring to know the evidence - INTERNATONAL STANDARDS Test ISO 10545 - Resistance to Stains -  has determined these surfaces can be easily cleaned and the most difficult contaminants washed away, greatly reducing the need for aggressive chemicals. Think about this. When we unload our dishwasher our ceramic tableware is sparkling clean, sanitized and fresh to use - again and again. The principle is the same with large ceramic walls - So, when planning the shower surrounds for your facilities please reach out to Porcelanosa. The designer in you will love the incredible options and your specification will deliver the longest & best lifecycle value bar none. For more information, visit https://www.porcelanosa.com/us/healthcare.    

In this edition of Lessons in Leadership, Steve Adubato and Mary Gamba talk about leadership and succession planning with Jay Levine, CPA, Partner, Prager Metis and Tony Zecca, Practice Leader, Prager Metis Advisory Services. Then, Former U.S. Senator George Helmy (D) – NJ, joins Steve to reflect on the lessons learned during his time in … Continue reading Lessons in Leadership: Jay Levine and Tony Zecca / Former U.S. Senator George Helmy

  In today's podcast episode, we're joined by Alex Johnson, Founder of Fintech Takes, and Paige Paridon, Senior Vice President, Senior Associate General Counsel & Co-Head of Regulatory Affairs at Bank Policy Institute, to take a deep dive into the new Consumer Financial Protection Bureau Open Banking Rule. The CFPB has issued a groundbreaking final rule implementing Section 1033 of the Dodd-Frank Act, significantly expanding consumer access to their financial data. This new Open Banking Rule will have far-reaching implications for financial institutions, fintech companies, and consumers alike. In this episode, we'll explore the key aspects of this landmark regulation, such as: 1. The scope, rule requirements, and compliance deadlines 2. Complexities of implementing new interfaces and data security measures 3. Potential pitfalls and best practices to mitigate risks, including a lawsuit challenging the legality of the rule 4. How the rule can foster innovation and enhanced consumer experiences 5. The impact of presidential election and presumed appointment of new Acting Director of CFPB Alan Kaplinsky, former Practice Leader and Senior Counsel in Ballard Spahr's Consumer Financial Services Group, moderates today's episode, and is joined by Gregory Szewczyk and Hilary Lane, Partners in Ballard's Privacy and Data Security Group.

Today's podcast, which repurposes a recent webinar, is the conclusion of a two-part examination of the CFPB's use of a proposed interpretive rule, rather than a legislative rule, to expand regulatory requirements for earned wage access (EWA) products. Part One, which was released last week, focused on the CFPB's use of an interpretive rule to expand regulatory requirements for buy-now, pay-later (BNPL) products. We open with a discussion of EWA products, briefly describing and distinguishing direct-to-consumer EWAs and employer-based EWAS. We review some of the consumer-friendly features that are common to EWAs, including that there is no interest charged and they are typically non-recourse, and discuss expedited funding fees and tips, neither of which is required to access EWAs. We also provide an overview of how some states have attempted to regulate (or specifically not regulate) EWAs. We then transition into a discussion of the CFPB's history with EWA products, including the Bureau's advisory opinion in 2020 that took a markedly different approach to EWAs, essentially taking the position that a certain subset of EWAs fell outside of the definition of “credit” under the Truth in Lending Act (TILA) and Regulation Z. The CFPB's proposed interpretive rule, on the other hand, states that EWAs are “credit” and that expedited funding fees and optional tips, in most circumstances, are part of the finance charge that must be disclosed under TILA and Regulation Z. We explore the Bureau's reasoning in support of these conclusions and some of the compliance difficulties that the proposed interpretive rule would create were it to go into effect as written. Since this recording took place, the CFPB has posted over 148,000 comment letters that it has received on the proposed interpretive rule, many of which are from consumers who use EWAs to access a portion of their earned wages prior to their scheduled payday and are concerned that the proposed interpretive rule could limit or jeopardize their access to EWAs. The high number of responses demonstrates the level of interest that the CFPB's proposed interpretive rule has generated. We conclude with thoughts about vulnerabilities with both the proposed interpretive rule for EWAs and the interpretive rule for BNPLs that we described in Part One of this podcast, as well as how these rules could potentially be challenged. One notable development that has occurred since our recording is that the Financial Technology Association has filed a complaint asking a D.C. federal court to strike down the interpretive rule for BNPLs because of the alleged violations of the Administrative Procedure Act that we discuss in this episode. Alan Kaplinsky, former Practice Leader and Senior Counsel in Ballard Spahr's Consumer Financial Services Group, moderates today's episode, and is joined by John Culhane and Michael Guerrero, Partners in the Group, and John Kimble, Of Counsel in the Group.

Today's podcast, which repurposes a recent webinar, is the first in a two-part examination of the CFPB's use of an interpretive rule, rather than a legislative rule, to expand regulatory requirements for buy-now, pay-later (BNPL) products. Part Two, which will be available next week, will focus on the CFPB's use of a proposed interpretive rule to expand regulatory requirements for earned wage access (EWA) products. We open with an overview of what interpretive rules are and how they differ procedurally and substantively from legislative rules. The intended use of interpretive rules is to explain the meaning of an existing provision of law, while legislative rules, which require a more complicated and time-consuming procedure, including a notice and comment period under the Administrative Procedures Act, are intended to be used to expand or implement a provision of law. We also discuss why the CFPB chose to use an interpretive rule and why they decided to include a request for comments when that is not required for interpretive rules. We then discuss BNPL products, including how they work and some of the features that have made them popular with consumers and merchants. We point out that the interpretive rule seems to represent a change in the views of the CFPB with regard to BNPL. After providing an overview of the CFPB's history with the product, including a report issued by the Bureau back in 2022, we delve into the details of the CFPB's interpretive rule. We discuss how the CFPB seems to be expanding the definition of a “credit card” to include what the Bureau calls a “digital user account,” which is how consumers access their BNPL information. We conclude with thoughts about the implications of the CFPB's interpretive rule and some of the difficulties that BNPL providers will have complying with the interpretive rule. This includes a discussion of the timing of billing statements and written notice requirements for billing error disputes and merchant disputes. Alan Kaplinsky, former Practice Leader and Senior Counsel in Ballard Spahr's Consumer Financial Services Group, moderates today's episode, and is joined by John Culhane, Michael Guerrero, and Joseph Schuster, Partners in the Group. The webinar was recorded before the CFPB issued an FAQ, which purports to answer a number of open questions raised by the BNPL interpretive rule. We recommend that you review the FAQ after listening to this podcast.