Podcasts about Ria

With Joe Duran – Managing Partner, Rise Growth Partners Overview What does it take to build something enduring—more than once? In this special replay, Joe Duran reflects on the mindset behind reinvention, the lessons from selling United Capital to Goldman, and why the most successful leaders never stop questioning their assumptions. Watch… Listen in… > Download a transcript of this episode… 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. About this episode… Joe Duran's career has always been about reaching new heights—and then helping others climb on their own. A proverbial mountain climber himself, Joe built and sold two of the most successful firms in the RIA space: Centurion Capital and United Capital. Today, Joe sees himself as a sherpa—guiding the next generation of entrepreneurs through his latest venture, Rise Growth Partners. His story is one of constant reinvention, relentless curiosity, and the humility to keep asking one simple question: “What if I'm wrong?” Joe first joined us on the show back in 2020, shortly after the sale of United Capital to Goldman Sachs. Now, with the benefit of both hindsight and foresight, Joe revisits that experience and explores the mindset behind building truly world-class firms, including: The Goldman experience—and what he learned from the sale of United Capital. The development of Rise—and how he sees it helping to shift the narrative in the industry. Learning from your clients instead of your competitors—and why that's the real key to building a world-class firm. Finding an investor that can “really help you—and why you need to look beyond “financiers.” Adding services without adding staff—and when you shouldn't look in-house for solutions. Challenging your assumptions—and how to stay relevant in an industry that never stops changing. And why being great doesn't necessarily mean being the biggest. Joe also reflects on how the industry can avoid the risk of mega-RIAs repeating the mistakes of the wirehouses. It's a candid and thought-provoking conversation about reinvention, leadership, value creation, and what it means to evolve from mountain climber to sherpa from one of the industry's trailblazers. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources Why Settle for “Good Enough” When Great is Possible? In a vastly expanded industry landscape with more high-quality options than ever before, some advisors settle for “good enough” when the potential for “great” is often within reach. What's holding them back? Limitless Growth: Building the Business You Want and the Life to Match Stephanie Bogan, founder of Limitless Advisor, offers a glimpse into the advice and perspective she shares with advisors and business leaders in the wealth management world, focusing on mindset and methods, and their relationship to achieving one's best business life. Wealth Management Landscape at a Glance The wealth management industry offers more options than ever, making it challenging to identify and compare the various models. We created this “at a glance” continuum infographic—to help you navigate the different models and understand how their features stack up. Joe Duran Managing Partner Joe Duran is a serial entrepreneur and an industry visionary in wealth management and wealthtech. Early in 2024, Joe and his team launched Rise Growth Partners (‘Rise'), the industry's first harmonious financial partner. With firsthand experience in building nationally recognized registered investment advisers (RIAs), Rise's team partners with middle-market RIAs, providing capital and strategic expertise. Previously, Joe was a Partner at Goldman Sachs, serving as Co-Head of the Workplace and Personal Wealth business. He founded and served as CEO of United Capital, one of the nation's largest independent wealth management firms, which Goldman Sachs acquired in July 2019. Prior to that, he built and sold Centurion Capital–one of the first turnkey asset management platforms–to General Electric, where he served as President of GE Private Asset Management (now listed as NYSE: AMK). Joe is the author of three bestselling books on investing and entrepreneurship. He is a sought-after conference and podcast speaker and appears frequently on a broad spectrum of media, ranging from CNBC to Goop. Joe has MBAs from Columbia University and UC Berkeley, as well as an undergraduate degree from Saint Louis University. He is a CFA Charterholder and a member of the Young President's Organization (YPO), the world’s largest leadership community of chief executives. A Yogi for decades, he meditates daily and is an avid beach volleyball player. Joe and his wife Jennifer cherish their three daughters and share a love of frequent travel, dining, dancing and live concerts. Also available on your favorite podcast app and other media sites

Andy Fisher spent 25 years leading operations at a Fortune 500 company before launching Path Setter Financial, a fee-only RIA built on clarity, transparency, and calm.In this episode, we talk about his transition from corporate leadership to advisory firm owner—and what engineering discipline taught him about building better financial planning processes.We discuss how fee structures influence outcomes, why fiduciary advice truly changes the conversation, and how Andy structures discovery to help couples align spending with values. His philosophy is simple: the math is straightforward, but behavior drives results.We also get into real advisor topics—navigating stock comp, pensions, and early retirement windows; launching an RIA; early operational mistakes; implementing a CRM; outsourcing strategically; and the role peer groups play in momentum and accountability.If you're building or refining your firm, this conversation offers practical insight into process design, client communication, and helping families move from analysis to action.If you found it valuable, follow the show, share it with another advisor, and leave a quick review.Andy's Social:https://www.linkedin.com/in/andy-fisher-16522410/Music from this episode was obtained through Bensound.

Seekord on meil külas Riigi Infosüsteemi Ameti peadirektori asetäitja küberturvalisuse alal ja RIA küberturvalisuse keskuse juht Gert Auväärt, kellega rääkisime teemadest, mis on kirja saanud RIA värskesse küberturvalisuse aastaraamatusse. Kui episood kuulatud, loe lähemalt: https://www.ria.ee/kuberturvalisuse-aastaraamat-2026-----Jaga meile enda jaoks olulisimat mõtet episoodist meie Discord kanalis: https://discord.gg/8X5JTkDxccEpisoodi veavad Priit Liivak, Martin Kapp ja Erik JõgiAlgorütmi toetavad LHV https://www.lhv.ee/Nortal https://nortal.com/Codeborne https://codeborne.com/

Your finances have layers—investments, taxes, planning for the future. If you want a second set of eyes, Peter opened up a few spots for a quick, no-obligation call. Grab yours now. -----  If you ever hire help, how do you tell whether you're getting a high-quality advisor? Ranie Verby, Plancorp's Director of Practice Management, joins the show to explain what "financial advisor" can really mean, how to spot a true fiduciary at an RIA, and why the best advice shows up when life gets messy, not when markets are calm. Listen now and learn: ► The quickest screening questions that reveal whether an advisor is transparent, fiduciary, and actually aligned with you ► The firm-structure red flags that signal thin service, weak continuity, and no real succession plan ► Why "owned outcomes" matter more than portfolio picks when you hit a major life event ► How Plancorp uses behavioral finance and AI to improve the client experience without burning out advisors   Visit www.TheLongTermInvestor.com for show notes, free resources, and a place to submit questions.   (01:30) How to choose a high-quality financial advisor: fiduciary duty and RIA screening  (04:51) Signs of a great advisor: trust, continuity, and why a team matters  (08:26) Behavioral finance in financial planning: tough conversations, estate planning, and family decisions  (13:44) DIY investing vs hiring an advisor: accountability, decision support, and owned outcomes  (16:29) How Plancorp uses AI in financial planning to save advisor time and improve meetings  (21:49) Advisor burnout and capacity: why it affects client experience and continuity  (26:23) Financial advisor red flags and green flags: team size, succession plan, and relationship fit  (29:08) Integrated financial planning under one roof: investing, taxes, and estate coordination  (32:22) For advisors: how to evaluate your firm and build a sustainable advisory career  (36:20) Choosing a financial advisor: fiduciary in writing and meet the full team  (37:08) Where to follow Ranie Verby    Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠)   Disclosure: This content, which contains security-related opinions and/or information, is provided for informational purposes only and should not be relied upon in any manner as professional advice, or an endorsement of any practices, products or services. There can be no guarantees or assurances that the views expressed here will be applicable for any particular facts or circumstances, and should not be relied upon in any manner. You should consult your own advisers as to legal, business, tax, and other related matters concerning any investment. The commentary in this "post" (including any related blog, podcasts, videos, and social media) reflects the personal opinions, viewpoints, and analyses of the Plancorp LLC employees providing such comments, and should not be regarded the views of Plancorp LLC. or its respective affiliates or as a description of advisory services provided by Plancorp LLC or performance returns of any Plancorp LLC client. References to any securities or digital assets, or performance data, are for illustrative purposes only and do not constitute an investment recommendation or offer to provide investment advisory services. Charts and graphs provided within are for informational purposes solely and should not be relied upon when making any investment decision. Past performance is not indicative of future results. The content speaks only as of the date indicated. Any projections, estimates, forecasts, targets, prospects, and/or opinions expressed in these materials are subject to change without notice and may differ or be contrary to opinions expressed by others. Please see disclosures here.

What happens when a $16 billion RIA decides to double down on leadership, integration, and “advisor intelligence” in the middle of an AI-driven vortex of change?   In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Jennifer des Groseilliers, CEO of The Mather Group, who shares how her path from Vermont to law school to leadership roles at Ameriprise, MetLife, and a MassMutual franchise ultimately led her to the helm of The Mather Group, a $16 billion fee-only RIA. As a key leader at The Mather Group, Jennifer oversees a 190-person team, 40 wealth advisors, and a growth engine built on 23 acquisitions, an integrated planning platform, and a niche focus on Fortune 200 executives nearing retirement. She discusses leadership development, behavioral finance, and the rise of AI in wealth management—explaining why “advisor intelligence” is now the real differentiator for firms that want to win the next decade.   Key Takeaways: → How taking over compliance, portfolio management, and back-office operations for acquired firms frees advisors to focus on client-facing work and deep planning. → Why it's essential to bifurcate sales and advice and how that structure enhances both growth and advisor effectiveness. → How AI is creating a vortex of change in financial services and why advisor intelligence around values, behavior, and trust matters more than ever. → Why The Mather Group sees itself as an integrator, not an aggregator. → How carefully refined and consistent platform allowed the firm to scale to roughly $16 billion in AUM.   Jennifer des Groseilliers is the Chief Executive Officer of The Mather Group. Jen cultivates a collaborative culture through inclusive and supportive leadership. Her unwavering commitment to keeping clients at the center of all efforts drives her approach. Jen's extensive professional experience includes serving as a Managing Partner in the MetLife Premier Client Group in 2013, leading a team of over 160 financial advisors. She became the CEO of MassMutual Illinois in 2016 and, in 2020, after a merger with WestPoint Financial Group, assumed the role of Partner and Chief Experience Officer, leading various departments, including Investments, Compliance, Practice Development, and Financial Planning.   Connect With Jennifer:   Website: https://www.themathergroup.com/ Instagram: https://www.instagram.com/officialtmgwealth/ Facebook: https://www.facebook.com/TMGTheMatherGroup LinkedIn: https://www.linkedin.com/in/jenniferadesgroseilliers/ https://www.linkedin.com/company/themathergroup   Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome back to Womanology! In today's episode, Ria sits down with content creator Eisha Nikole to discuss her incredible journey from being a full-time caregiver to achieving viral success. Eisha opens up about the raw challenges of balancing motherhood, caregiving for her parents through cancer and kidney failure, and battling postpartum depression—all while building a thriving brand in the social media space. We also dive into the "discipline of the gym," the power of saying "no," and why the St. Louis creator community is essential for growth. In this episode, they discuss: -The First Camera: The life-changing gift from her partner Michael that sparked her journey. -Healing Through Creation: How watching Orlando content creators provided an escape during her darkest days. -Overcoming the "People PTSD": Dealing with imposter syndrome and learning to work with others again. -Brand Collaborations: The secret to landing deals with names like Universal and Six Flags Fright Fest. -Modern Parenting: Why "open lines of communication" are the key to breaking generational cycles.   Hit the new voicemail ‪(314) 649-3113‬ Follow Womanology on Instagram (@womanology_Podcast) Email the show at straightolc@gmail.com                  Hit the Voicemail at 641-715-3900 Ext. 769558 Follow SOLC Network online Instagram: https://bit.ly/39VL542    Twitter: https://bit.ly/39aL395    Facebook: https://bit.ly/3sQn7je    To Listen to the Podcast Podbean https://bit.ly/3t7SDJH                     YouTube http://bit.ly/3ouZqJU                     Spotify http://spoti.fi/3pwZZnJ                    Apple http://apple.co/39rwjD1                     Stitcher http://bit.ly/3puGQ5P                  IHeartRadio http://ihr.fm/2L0A2y1 

This CEO Built A $30B Money Management FirmGuest STAN GREGOR Chairman & CEO Website: https://summitfinancial.com/AUM$26-27B in assetsSUMMIT FINANCIAL CEOStan Gregor is the CEO of Summit Financial LLC. As a senior executive with over 30 years of experience, Stan has operated in banking, private wealth management, investment management, fiduciary trust services, fixed income trading, investment banking, retirement services, insurance, financial planning, and public finance. He has also been involved in acquiring and integrating some of the largest and most complicated banking, wealth management, insurance, and capital markets businesses and cultures with a demonstrated track record of increasing productivity, profitability and shareholder value.Most recently, Stan was the founder and co-CEO of Cantor Fitzgerald Wealth Partners (CFWP). Under his leadership, CFWP grew to over $5 billion in assets in less than two years through several strategic acquisitions of RIA's, independent advisors, and wire house teams.Prior to joining Cantor Fitzgerald, Stan was the Head of Wells Fargo Wealth Management -Eastern US Markets and President of Wachovia Wealth Markets. He provided executive leadership to the Eastern U.S. Markets and headed up the Wealth Insurance Division overseeing: the private bank, wealth brokerage, investment management, fiduciary trust services, financial planning, and insurance. Stan was responsible for leading nearly 5,000 team members generating revenues of $2.5 billion with $69 billion of investment fee-based AUM, $19 billion of deposit balances, and $16 billion of loans.Prior to Wachovia, Stan was CEO of Commerce Capital Markets, where he directed private wealth management, brokerage, asset management, fixed income trading, derivatives, investment banking, retirement services, insurance, and public finance.Subsequently, Stan was CEO of Quick and Reilly (Q&R) as one of the visionaries that transformed Q&R from a transactional discount broker to a full-service advisory company. When Q&R was acquired by Bank of America, Stan stayed on as co-CEO of Bank of America Investment Services until 2005.Over nearly a decade at Citigroup, Stan had several senior executive level roles leading different divisions including consumer banking, private wealth management, and Citigroup as Northeast Group Executive Vice President. He is also a member of the Fast Company Executive Board.Company BioSummit Financial is a preeminent investment advisory firm proud to continue our predecessors' four-decade legacy helping advisors elevate their businesses and deliver robust client experiences.

Building an advisory firm that can outlast its founder often requires challenging decisions, especially for entrepreneurs who intentionally left prior partnerships to lead a firm on their own. This episode explores what it looks like to design succession on your own terms, balance growth with cultural clarity, and make partnership, hiring, and operating-system choices that can lead to sustainable growth. Kathy Longo is the founder of Flourish Wealth Management, an RIA based in Edina, Minnesota, that oversees $455 million in assets under management for 163 client households. Listen in as Kathy shares why she chose to bring on a partner after previously leaving a partnership at a previous firm to build a business she could drive individually (while also applying lessons learned from her own experience), how she completed an acquisition while minimizing risk by bringing on clients in smaller tranches, and how she adjusted her firm's operational, hiring, and career development practices to build a firm that can thrive for the long haul. For show notes and more visit: https://www.kitces.com/476

This week's guest is a big one. We're heading to Traverse City, Michigan to sit down with Chef Andy Elliott of Modern Bird - fresh off being named one of the New York Times' 50 Best Restaurants in America and now a nominee for the 2026 James Beard Awards. Andy shares his full-circle journey from Chicago's fine dining scene (Boka, GT Fish & Oyster, RIA) to building one of the most celebrated restaurants in a small but mighty food town. We talk about starting out selling hand pies at the farmers market, the power of local relationships, cooking within the seasons of northern Michigan, and what it really takes to grow a restaurant sustainably outside of a major metro.We also dig into the realities of running a business with your spouse, resisting expansion for the sake of growth, and Andy's candid take on tipping culture in today's restaurant industry. If you're interested in thoughtful, ingredient-driven cooking, building community through food, or what it takes to create national buzz without losing your soul, this episode is for you.⭐ This show is brought to you by Back of House.io, the foodservice industry's most trusted resource for restaurant tech.Learn more at: https://backofhouse.io/⭐ Season 5 of So You Want to Run A Restaurant is proudly sponsored by RestauRent, the no-fee booking platform helping restaurants book private and group events.Try it risk-free with 3 free months at: https://bit.ly/soyouwanttorestaurent⭐ Follow UsPodcast: https://linktr.ee/soyouwanttorunarestaurantClaudia: https://www.instagram.com/claudia.saric/Spencer: https://www.instagram.com/restaurantspenny/

[정정사항] 21:22 내용 중 'RIA계좌를 지금 증권사 가면 만들 수 있나요?'라는 진행자의 질문에 대해 '어쨌든 신설을 사전에 할 수 있습니다.'라는 답변은 'RIA 계좌 개설이 가능하다'는 의미가 아닌, '사전 이벤트로 발급 신청을 할 수 있다'는 의미 입니다. 현 시점에서 증권사를 통한 RIA 계좌 개설은 불가능한 것이 맞습니다. 정보 전달에 혼선을 드려 죄송합니다. [깊이 있는 경제뉴스] 1) 늘어나는 달러 구독료, 환율·물가도 자극한다 2) 李 “등록 임대에 영구 혜택 의문".. 임사자 매물 유도? 3) RIA 계좌, 이달 내 출시 어렵다.. 이유는? - 김치형 경제뉴스 큐레이터 - 조미현 한국경제신문 기자 - 정지서 연합인포맥스 기자

Should you register a new RIA, or simply buy an existing RIA?If you are considering transitioning your practice to the RIA model, you have multiple pathways to choose from.Some advisors conclude they want to have their own RIA, others conclude joining an existing RIA offering is the better fit, etc.If having your own RIA is your chosen path, you might wonder if simply buying an RIA (as part of your transition) is the easier route to take to get into the model, versus going through the process of formally registering a new RIA.As I explain in this episode (#141) of the Transition To RIA question and answer series, it is generally advisable in this scenario to register a new RIA, versus buying an existing RIA.Come take a listen!P.S. Prefer video? You can find this entire series in video format on Youtube. Search for the TRANSITION TO RIA channel.Show notes: https://TransitionToRIA.com/is-it-easier-to-acquire-an-existing-ria-or-register-a-new-one/About Host: Brad Wales is the founder of Transition To RIA, where he helps financial advisors between $50M and $1B understand everything there is to know about WHY and HOW to transition their practice to the Registered Investment Advisor (RIA) model. Brad has 20+ years of industry experience, including direct RIA related roles in Compliance, Finance and Business Development. He has an MBA and has held the 4, 7, 24, 63 & 65 licenses. The Transition To RIA website (TransitionToRIA.com) has a large catalog of free videos, articles, whitepapers, as well as other resources to help advisors understand the RIA model and how it would apply to their unique circumstances.

What if your accredited clients could tap into institutional-quality private deals without locking up their money for a decade?   In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Joseph DaGrosa Jr., Founder and Chairman of DaGrosa Capital Partners LLC, who explains how his career evolved from auditing at a wirehouse to partnering with an early leveraged buyout pioneer and ultimately building Access Capital to open private equity and private credit to the mass affluent accredited investor market. He also shares why interval funds, rigorous sub-advisor due diligence, and his new educational resource, The Financial Advisor's Guide to Private Investments, are helping RIAs bring institutional-style private allocations to a broader client base.   Key Takeaways: → Why the accredited investor segment represents a massive, historically underserved opportunity for private investments. → How the rules of the Investment Company Act of 1940 limit traditional private equity vehicles. → How Access Capital structures registered vehicles to bring private equity and private credit access to mass affluent accredited investors. → What interval funds are, how their semi-liquid structure works, and why they may be a fit for long-term investors who want private exposure with periodic liquidity. → Why RIAs and RIA aggregators are turning to outsourced CIO relationships to help them evaluate and implement private investments at scale.   Joseph DaGrosa Jr. is the Founder and Chairman of DaGrosa Capital Partners (DCP) and a veteran investor with over 30 years of experience across sports, entertainment, real estate, hospitality, aviation, retail, and more. He has led more than $2 billion in capitalized transactions and oversees several DCP portfolio companies, including Axxes Capital, Kapital Football Group, and Soccerex, the world's largest organizer of soccer business conferences. DaGrosa previously co-founded Quinn Residences, a $900 million single-family rental platform, and played key leadership roles in major turnarounds and acquisitions, including Heartland Food Corp., Jet Support Services Inc., and F.C. Girondins de Bordeaux. Earlier in his career, he was a partner at Maplewood Partners and began in capital markets at Paine Webber.   Connect With Joe: Website: https://dagrosacp.com/ X: https://x.com/joe_dagrosa LinkedIn: https://www.linkedin.com/in/joseph-dagrosa-jr-59415934/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Tax planning has become an integral part of a comprehensive financial planning service offering and a way for advisors to offer hard-dollar value for their clients. In this episode, we explore how integrating tax preparation, proactive tax planning, and outside tax expertise can deepen client value, diversify revenue, and accelerate firm growth. Erik Brenner is the CEO of Hilltop Wealth and Tax Solutions, an RIA based in Mishawaka, Indiana, overseeing approximately $600 million in AUM for 830 client households. Listen in as Erik shares how he doubled his firm's AUM in three years in part by building a comprehensive, three-pronged tax strategy that combines in-house tax preparation, advisor-led tax planning analysis, and outsourced expertise for complex cases. We also discuss why he chose to launch a separate but integrated tax business that is profitable in its own right rather than treating tax prep as a loss leader, how in-person dinner seminars focused on retirement tax strategies drive nearly half of the firm's new clients, and how taking a systematic approach has helped Erik's firm boost the number of Google and other online reviews it receives. For show notes and more visit: https://www.kitces.com/475  

Most RIAs continue to grow in assets, client demand, and professionalization, but structurally, the majority remain founder-focused organizations. While growth itself is no longer the primary challenge, leadership capacity increasingly is.In this episode, Ray Sclafani explains why leadership bench strength, not markets, not strategy, and not capital, is the real constraint on long-term RIA growth. Drawing from two real-world coaching engagements with multi-billion-dollar RIA CEOs, Ray contrasts two leadership postures: one focused on building optionality through distributed leadership, and another clinging to centralized control as time quietly narrows future choices.Ray makes the case that building a leadership bench is not about stepping down, it's about designing leadership intentionally, years before necessity forces decisions. Firms that develop leaders, establish decision rights, and transfer trust internally create options: to evolve as CEO, shift roles, bring in external leadership, or transition ownership on their terms.The episode concludes with reflection questions for founders and executive teams who want to build enduring firms.Key Takeaways Nearly 90% of RIAs operate as founder-focused firms, limiting future optionsPast success does not automatically qualify a leader for the firm's next stageLeadership benches take three to five years to build when done wellWithout distributed leadership, options narrow quickly due to time, health, or external pressureTeam-based firms outperform founder-led firms because leadership responsibility is sharedEnduring RIAs design leadership intentionally before they are forced toQuestions Financial Advisors Often AskQ: What is leadership bench strength in an RIA?A: Leadership bench strength refers to having multiple developed leaders within the firm who are trusted, empowered, and capable of carrying leadership responsibility beyond one or two individuals.Q: Why is leadership bench strength important for RIA growth?A: According to the episode, leadership capacity and internal bandwidth are primary constraints on RIA growth, even as assets and client demand continue to rise.Q: How long does it take to build a leadership bench in an advisory firm?A: When done well, building a leadership bench takes a minimum of three to five years and requires intentional role design, decision rights, and leadership development.Q: What happens if leadership remains concentrated with the founder?A: When leadership capability lives primarily in one or two people, options narrow over time, and decisions are often made by circumstance rather than intention.Q: What role does trust play in leadership development?A: Trust transfer internally is essential as leaders must be developed, trusted, and empowered ahead of necessity for options to expand.

The Barron's Hall of Fame advisor discusses the mindset that built the nation's top RIA and how he approaches innovation and investing in a fast changing world. Host: Steve Sanduski, CFP. Learn more about your ad choices. Visit megaphone.fm/adchoices

Robert R. Sayler, Wealth Advisor, and Ronald Lenihan, Managing Partner at SeaCrest Wealth Management, discuss what differentiates the firm in today's competitive RIA landscape. They share how SeaCrest supports advisors nationwide while preserving true independence, what flexibility looks like in practice, and why advisors are choosing the firm as a long-term growth partner amid industry consolidation.

Joshua and Amelie share their thoughts on what should go into a business emergency plan. As a section in your business plan, the emergency plan is there to guide you whenever there is any kind of action that causes a disruption to your normal business operations, from natural disasters that displace you for weeks or months to power outages that last just a few hours. Top takeaways: A written emergency plan shows that you care about serving your clients. The SEC requires a disaster recovery plan for Registered Investment Advisors (RIAs). Sections to include in your emergency plan include: Office Space - including short term and long term plans Equipment - including your computer and phone Regulatory - including liability and access to client data Third party vendors - including key contacts at each Employees - emergency recovery plan for employees Critical contact list - contact information for clients in the case of an emergency A small battery back up system for your computer combined with the plan to use your phone as a hotspot are simple starting points. Having suitable alternative office spaces readily available will help when an actual emergency happens. A password management system can help give you access to your important websites, passwords and third party vendors. Include software security for any new or alternative equipment in the appropriate section. Make a paper copy of your business recovery plan for easy access. Notify clients of an emergency or change to your business only when they're impacted (e.g., upcoming meetings you may miss). Documentation of your plan is important, but you can start with big picture steps and refine it over time. You can contact an RIA compliance consultant for a template.

As the financial advisory industry evolves, flexibility - not formulas - is becoming the differentiator. In this episode, Derek Gubala, Co-President of AlphaStar Capital Management, joins Tom to share what he's seeing across the independent RIA landscape heading into 2026. From shifting advisor demographics to customizable platforms, modern training, and the growing importance of client experience, this conversation explores what advisors must rethink to grow, and stay relevant, in a rapidly changing industry. Here's some of what we discuss in this episode:

Don and Tom examine the long disciplinary history of former broker James Tuberosa and his attempt to reinvent himself as a registered investment advisor through a newly formed firm, highlighting how fiduciary language can be used to mask conflicts driven by insurance commissions. They walk listeners through the importance of reading Form ADV disclosures and explain how regulatory gaps allow questionable practices to continue. The episode reinforces the principle of “buyer beware” before shifting to listener questions on saving for major expenses, evaluating high-fee annuities for elderly retirees, Roth IRA investing for young adults, and the advantages modern investors enjoy from lower costs and better diversification. The show closes with reflections on financial literacy, generational investing improvements, and a preview of RetireMeet 2026. 0:05 Opening and setup: broker misconduct story 0:10 James Tuberosa's career and long record of complaints 1:14 FINRA expulsion and failed expungement lawsuit 2:42 How complaints get quietly “settled” 3:51 Shift from broker to RIA status 4:49 Skyview Pinnacle and the “clean” front 5:48 Using fiduciary language as marketing cover 7:17 Why insurance escapes SEC oversight 8:22 Conflicts disclosed in ADV 9:19 Why disclosures matter 10:47 Warning signs: promises and product pitching 12:01 Weakness of fiduciary protection 13:08 Ethical failures at large firms 14:38 Fiduciary vs. commission contradiction 15:36 Why reading ADVs protects investors 16:17 Transition to listener questions 17:16 Sinking funds: investing vs. saving 18:40 Planning for major home repairs 19:36 Elderly couple and complex annuity 21:01 Risks of high-fee variable annuities 22:36 Best Roth IRA investment for young adults 23:24 Advantages for today's investors 24:58 Lower costs and better diversification today 26:38 Historical perspective on investing access 28:10 Listener engagement and contact info Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode 393 of the John1911 podcast. The best of SHOT 2026   SNT Defense is back! FN SCAR doubletalk.  Zastava M84s Ride Out - Dragon Pistol.  Pietta Python Revolver. SIG M7 CQB. Nighthawk Ultimate GI.  Aimpoint COA cut is open source.  The Turks clone the SPAS-12. PSA has a Masterkey. Roswell Rifleworks - SR3M. H&R "Colt 606". SA-80 clones. RIA has a trifold shotgun.       Marky John1911.com "Shooting Guns & Having Fun"

With Jason Wenk—Founder and CEO, Altruist Overview A candid conversation on rethinking custody from the ground up—and why simplification, aligned economics, and integrated technology are becoming critical for advisors building modern, scalable firms. Listen in… > Download a transcript of this episode… 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. About this episode… For decades, advisors have built their businesses on custodial infrastructure that was never designed to support how modern firms actually operate. In many cases, fragmented technology stacks, paper-heavy processes, and economic factors often benefit the platform more than the advisor or client. Jason Wenk saw that firsthand. Before launching Altruist, Jason built and scaled FormulaFolios from zero to over $4B in assets—giving him a front-row seat to what works, what breaks, and where traditional custody and technology create friction as firms grow. Rather than layering another tool on top of an already complex system, Jason made a far more ambitious bet: to rebuild custody, technology, and economics from the ground up as a single, fully integrated platform. In this conversation with host Louis Diamond, Jason pulls back the curtain on what it really takes to build a next-generation custodian, including: The myths around custody and brand—and why the next wave of growth may belong to firms willing to rethink the infrastructure they build on. Challenging long-standing assumptions around custody—and why Altruist built a vertically integrated solution from the ground up. The advantages of vertical integration—and why simplification, automation, and aligned economics are becoming essential to advisor growth. The real cost of complexity—and why so many advisors and business owners underestimate it. The value of AI and automation—and how Jason sees it will reshape the next-generation RIA. It's a thoughtful, candid look at the future of custody and what it means for advisors who want to build scalable, modern businesses. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources The Future of Prospecting: How AI Is Powering the Next Era of Advisor Growth FINNY Co-Founder Eden Ovadia shares how AI is transforming advisor prospecting: automating outreach, matching advisors with ideal clients, and freeing time for deeper human connection. A forward-looking conversation on what growth will look like in the next era of wealth management. The Four Horsemen of the Independent Apocalypse Model or partner misalignment is often the driver of these four common frustrations independent advisors encounter. Wealth Management Landscape at a Glance We created this “at a glance” continuum infographic—to help you navigate the different models and understand how their features stack up. Jason Wenk Founder and CEO Jason Wenk is the Founder and CEO of Altruist, the only modern custodian that’s fully digital, vertically integrated, and built exclusively for RIAs. Jason has lived and breathed the financial services industry over the last 25 years as a financial advisor, investment systems developer, analyst, and founder of his previous company, FormulaFolios. With Jason as CEO, FormulaFolios achieved a 13,927% 3-year growth rate and managed over $3.2 billion. This rapid growth ranked the firm as a fastest-growing private company in the country by Inc. magazine 4 years in a row, reaching as high as #10. Jason was also recently named a national EY Entrepreneur of the Year in 2018. Also available on your favorite podcast app and other media sites

Ria's transition from traditional Insight roles into marketing and digital positions demonstrates how embracing broader responsibilities can amplify an Insight professional's influence and impact.She highlights how marketing budgets face intense scrutiny, requiring Insight professionals to demonstrate tangible commercial value using language that resonates with senior leadership rather than traditional research terminology. This shift demands that Insight teams reframe their work to clearly articulate business impact and ROI.James and Rhea also talk about AI's transformative effect on the Insight profession, with Rhea urging professionals to adapt and embrace these technologies rather than ever resist them. In her view, while AI enhances productivity and efficiency, it cannot replace the critical thinking, relationship-building, and strategic interpretation that human insight professionals provide. It's a message that serves as a call-to-action for Insight professionals to redefine their roles, demonstrate clear commercial value, and remain relevant in an evolving landscape where traditional research functions are need to evolve. Please listen to find out more! Topics DiscussedPhilosophy of Insight and team impact (2.02)The changing nature of Insight roles(5.13)Current role at Moonpig Gift Experiences (8.23)Challenges of budgeting for Insight (12.37)Language and framing in Insight communication (15.42)The future of Insight in organisations(19.30) This is episode 84 of the Transforming Insight podcast. If you have the ambition to transform your Insight team and the role it plays in your organisation, please tune in to future episodes. Not only will we explore the secrets of successful corporate Insight teams and their leaders, as outlined in James Wycherley's books, Transforming Insight and The Insight Leader's Playbook, we will also talk to senior corporate Insight leaders, delve into books that have inspired us, and discuss new best practice research carried out with the IMA's corporate members.You won't want to miss this! So please subscribe - and thank you for listening.  About James Wycherley, the author of Transforming InsightJames Wycherley was Director of Customer Insight and Analytics at Barclays Bank from 2005 to 2015 when he became Chief Executive of the Insight Management Academy (IMA). He published his first book, Transforming Insight, in 2020, and his second, The Insight Leader's Playbook, in 2025, and he hosts the Insight forums and the Transforming Insight podcast.An entertaining keynote speaker, he has presented over 50 times at Quirk's events, a global record, and has provided thought leadership in the UK, USA, Europe, Canada, Australia, India and the Middle East.The Insight Management Academy is the world's leading authority on transforming corporate Insight teams, and its vision is to inspire and support every Insight leader to transform the impact of Insight in their organisation. Resources:If you would like more information on any of the ideas discussed in this episode of the Transforming Insight podcast, please visit www.insight-management.org DisclaimerThe Transforming Insight podcast is published by the Insight Management Academy and produced by Zorbiant.

elcome back to Womanology! In this episode, Ria sits down with Dom from the Whiskey Sour Podcast for a crossover event you don't want to miss. We are diving deep into the shocking divorce of social media sweethearts Kristy and Desmond. We break down the alleged infidelity, the strict Jehovah's Witness rules regarding divorce, and why the "perfect couple" aesthetic is crumbling before our eyes.  Plus, we're taking a trip down memory lane to the golden era of 2016—when LA was a vibe, James Harden was at Roscoe's, and Instagram was just for fun. We also get real about toxic internet trolling, beauty standards (from Serena Williams to K. Michelle), and the messiness of friends dating exes. Follow Womanology on Instagram (@womanology_Podcast) Email the show at straightolc@gmail.com                  Hit the Voicemail at 641-715-3900 Ext. 769558 Follow SOLC Network online Instagram: https://bit.ly/39VL542   Twitter: https://bit.ly/39aL395   Facebook: https://bit.ly/3sQn7je   To Listen to the Podcast Podbean https://bit.ly/3t7SDJH                    YouTube http://bit.ly/3ouZqJU                    Spotify http://spoti.fi/3pwZZnJ                   Apple http://apple.co/39rwjD1                    Stitcher http://bit.ly/3puGQ5P                 IHeartRadio http://ihr.fm/2L0A2y1

Serving ultra-high-net-worth families requires more than technical expertise. It demands deep attention to detail, a strong supporting team, and a planning approach capable of navigating complex tax, estate, and investment structures. This episode explores what it really takes for advisors to successfully move 'upmarket' and support clients whose financial lives involve high stakes, fast-moving parts, and opportunities measured in millions. Blair duQuesnay is a Lead Advisor at Ritholtz Wealth Management, an RIA based in New York City that oversees $6.5 billion in AUM for 3,900 households. Listen in as Blair shares how she transitioned from working with traditional wealth-management clients to serving ultra-high-net-worth families, and what she learned about applying advanced expertise in real-world scenarios where accuracy and timeliness are critical. You'll hear why flat-fee models often make more sense than AUM fees at the highest wealth levels, how she demonstrates multimillion-dollar planning value through sophisticated tax and estate strategies, and how UHNW clients' biggest fear isn't running out of money but making a catastrophic financial mistake. We also discuss how Blair manages impostor syndrome, the confidence that comes from having a strong team behind her, and why advisors can thrive with any client segment as long as they intentionally choose the work they enjoy most. For show notes and more visit: https://www.kitces.com/474

In this episode of Building the Billion Dollar Business, Ray Sclafani breaks down why advisor movement data should be treated as an early warning system and not industry gossip. While the number of advisors changing firms has remained steady, a more concerning trend is emerging: more advisors are leaving the profession entirely than entering it.Ray explains that this shift isn't driven by compensation alone. Instead, advisors are making intentional decisions based on leadership clarity, career path visibility, enterprise value, and control over their future. He outlines four critical decision points for firm leaders in 2026: rethinking retention beyond pay, recruiting for long-term fit, aligning custodian and broker-dealer relationships with strategic purpose, and putting leadership development front and center.The episode challenges RIA and wealth management leaders to confront strategic ambiguity, leadership bottlenecks, and platform misalignment before retention issues show up in the P&L. The message is clear: firms that provide a credible future will keep top talent and those that don't won't.Key TakeawaysAdvisor movement data is an early warning system that reveals where confidence in leadership and long-term value is eroding.More financial advisors are leaving the profession entirely than entering it, signaling a deeper industry challenge beyond firm-to-firm movement.The cost of replacing experienced advisors far exceeds the cost of retaining and developing existing talent.Firms overly dependent on a single founder or leader create bottlenecks that limit growth and retention.Clear leadership pathways and role clarity are essential to sustaining advisor confidence and long-term firm value.Questions Financial Advisors Often AskQ: What does advisor movement data reveal about the wealth management industry? A: Advisor movement data shows where advisors believe long-term value exists and serves as an early warning system for leadership, retention, and strategic alignment issues.Q: Why are financial advisors leaving firms if compensation remains competitive? A: Advisors leave when they lack leadership clarity, role clarity, and a credible long-term career path, not simply because of pay.Q: Are more advisors leaving the profession entirely? A: Yes. In 2025, more advisors exited the profession than entered it, indicating a growing talent decline in the industry.Q: What is the real cost of losing experienced financial advisors? A: Replacing senior advisors typically costs one-and-a-half to two times their total compensation when factoring in lost productivity, recruiting time, and client disruption.Q: What role does leadership play in advisor retention? A: Advisors closely evaluate leadership development, decision-making structure, and whether firms rely too heavily on a single founder or leader.Q: Why do advisors say they are “voting with their feet”? A: Advisors move firms to gain more control over their future, their clients, and their long-term career trajectory, not because they want more change.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

In this episode of the TPR podcast, Matthew Jarvis and Shelby Nicholl discuss the complexities and considerations involved in transitioning to a Registered Investment Advisor (RIA) model. They explore the realistic timeframes for making the move, the importance of due diligence, and the various options available, including RIA platforms. Shelby emphasizes the significance of proper messaging and client retention during the transition, as well as the necessity of compliance and the benefits of hiring a compliance consultant. The conversation also highlights the RIA Launch Accelerator program, designed to assist advisors in navigating the transition process effectively. Client Retention Strategies With Shelby Nicholl [Episode 345] Resources in today's episode: - Matt Jarvis: Website | LinkedIn - Shelby Nichol: Website | LinkedIn - Learn More about our Coaching Programs

The Money Wise guys are back inside the Money Wise studio with an all-new episode. This week, the conversation opens with a look at recent market performance. Major indexes moved modestly lower for the week, while year-to-date results remain positive across the Dow, S&P 500, and Nasdaq. That context matters, especially in a market environment that continues to trade within a narrow range. Much of 2026 has resembled a “two steps forward, two steps back” pattern, with the S&P 500 repeatedly finding support and resistance around its 50-day moving average. The discussion then shifts to how short-term political headlines continue to influence market behavior, particularly when algorithmic trading reacts instantly to news rather than fundamentals. Recent tariff-related rhetoric and geopolitical developments sparked a brief market pullback, followed quickly by a recovery once uncertainty eased. This pattern has become familiar. Markets often react first and think later, especially when algorithms dominate trading volume and amplify knee-jerk responses to headlines. Algorithmic Trading vs Human Judgement A key takeaway from the episode was the role of human judgment in navigating these moments. While automated systems react to inputs, experienced investors recognize recurring patterns and understand when volatility is driven by noise rather than lasting structural change. Retail investors stepped in to buy during the brief dip, reinforcing the idea that markets often recover quickly once clarity returns. The broader message remains consistent: understanding market behavior, recognizing negotiation dynamics, and maintaining perspective matters far more than reacting emotionally to every headline. In the second hour, the Money Wise guys explore RIA vs. Broker. You don't want to miss the details! Tune in for the full discussion on your favorite podcast provider or at davidsoncap.com, where you can also learn more about the Money Wise guys or take advantage of a portfolio review and analysis with Davidson Capital Management.

In this episode of The Distribution, Brandon Sedloff sits down with Phil Huber to unpack the evolution of private markets and their growing role in private wealth portfolios. Phil shares his path from a family RIA to leading portfolio solutions at Cliffwater, and explains why alternatives are shifting from a niche allocation to a core portfolio decision. The conversation explores how interval funds, multi-manager strategies, and improved liquidity frameworks are reshaping access to private equity and private credit for advisors. Along the way, Phil offers a clear, practical lens on education, structure, and risk management in an increasingly complex alternatives landscape. They discuss: Phil's career journey from wealth management to asset management and his focus on alternatives Why private markets are becoming an active allocation decision rather than an institutional afterthought How interval funds work, including liquidity mechanics, eligibility, and portfolio fit The role of multi manager and co investment strategies in diversification and fee efficiency What advisors and CIOs look for when evaluating private market products for client portfolios Links: Phil on LinkedIn - https://www.linkedin.com/in/phil-huber/ Cliffwater - https://cliffwater.com/ Brandon on LinkedIn - https://www.linkedin.com/in/bsedloff/ Juniper Square - https://www.junipersquare.com/ Topics: (00:00:00) - Intro (00:04:32) - Phil Huber's early career and family influence (00:10:52) - Transition to Cliffwater and focus on alternatives (00:12:06) - Understanding private markets and co-investments (00:25:57) - Cliffwater's funds and direct lending strategy (00:28:01) - Cliffwater's view on direct lending (00:30:28) - Challenges of traditional private market investments (00:33:14) - Advantages of interval funds (00:34:32) - Liquidity management in interval funds (00:41:39) - Multi-manager vs. single manager strategies (00:45:09) - Real assets and interval funds (00:48:18) - Daily beta adjustments for private assets (00:50:01) - Educating advisors and clients (00:53:56) - Future trends in private markets (00:56:07) - Conclusion and final thoughts

Note: This episode is a rebroadcast of Shane Mason's appearance on the Only Fee-Only podcast. This week on The Liquidity Event, we're sharing a rebroadcast of a recent conversation featuring Shane Mason on the Only Fee-Only podcast. In this episode, Shane shares his unconventional founder story, from Big Four tax to touring life, before teaming up with AJ to build Brooklyn FI into a 20-person advisory firm rooted in transparency, productized service, and genuine hospitality. He walks through the early days of the firm, including running a tax practice out of a bar booth, pricing low to gain experience, and taking weekend prospect meetings to refine the offer. The conversation quickly turns practical, covering why most equity compensation issues are really tax issues, how offering refunds can protect long-term trust, and why turning estate planning into a social, notarized event helps clients finally take action. Shane also discusses building an enterprise rather than a lifestyle practice, documenting workflows for consistency, evolving the firm's niche from creatives to tech employees, and what changes when founders step back from day-to-day client work. The episode wraps with a look at Gemifi, the fintech platform Brooklyn FI built to help advisors visualize vesting schedules and future balance sheets. If you're building or scaling an RIA, this rebroadcast is full of hard-won insights on processes, client experience, and leading through growth. Key Timestamps: (00:00) Meet Shane Mason and Brooklyn Fi (01:38) Career Origins and Early Accounting (05:00) Quarter-Life Crisis and Adventures Abroad (08:20) Sailing The Atlantic and Roadie Tales (11:30) Building A Tax Practice In A Bar Booth (14:55) Meeting AJ and Forming The Partnership (19:10) Finding XYPN and Learning The RIA Game (22:50) First Hires and Evolving The Niche (27:00) Estate Planning Parties and Execution (34:50) Advice For New Firms And Equity Comp (38:50) Taking L's, Refunds, and Reputation

Every year many financial advisors transition their practice from one wirehouse to another.Provided they've done their research and concluded that such a path was best for them, their practice, and their clients, there is nothing wrong with that.All too often though, that research does not include understanding all potential options.Thus, they end up making a less than informed decision about something that will impact the balance of their career.In this episode of the Transition To RIA question & answer series (#140) I work to expand such knowledge by explaining how transitioning to another wirehouse compares to transitioning to the RIA model.Come take a listen!P.S. Prefer video? You can find this entire series in video format on Youtube. Search for the TRANSITION TO RIA channel.Show notes: https://TransitionToRIA.com/how-does-transitioning-to-another-wirehouse-compare-to-transitioning-to-the-ria-model/About Host: Brad Wales is the founder of Transition To RIA, where he helps financial advisors between $50M and $1B understand everything there is to know about WHY and HOW to transition their practice to the Registered Investment Advisor (RIA) model. Brad has 20+ years of industry experience, including direct RIA related roles in Compliance, Finance and Business Development. He has an MBA and has held the 4, 7, 24, 63 & 65 licenses. The Transition To RIA website (TransitionToRIA.com) has a large catalog of free videos, articles, whitepapers, as well as other resources to help advisors understand the RIA model and how it would apply to their unique circumstances.

Allen and Joel are joined by Mathieu Cōté from CanREA to preview the upcoming Operators Summit in Toronto. With many Canadian wind projects reaching 17-20 years old, the industry faces critical decisions about extending, repowering, or decommissioning assets. Register now! Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Matt, welcome to the program. Thanks for having me. Well, the theme of this Year’s Operator Summit is coming of age and. There’s a lot of things happening in the renewable side up in Canada. What does that mean for Canadian renewable energy operators right now?  Mathieu Cōté: Well, we came up with coming of age because, um, the fleet in Canada is in a bit of a different space than it is in the States where, uh, right now we’ve got a lot of projects that are on the cusp of coming to their end of initial lifetime. Right. They’re in that. 17 to 20 year range. There’s some that are a little bit past, and so you, as an operator, you gotta be asking yourself, is this the time to extend this project? What do I have to do [00:01:00] if I need to extend? Um, or am I repowering, am I taking things down, putting them up? And I mean, there’s a lot of different variables there. Sometimes it’s just a re topping, sometimes it’s everything down to ground level and go again. Or it’s, maybe it’s a decommissioning and those decisions are on the cusp of being made in the operation space in Canada. So that’s, that’s a super important part of it. But the other side of it, and the reason we liked, uh, coming of age is from the industry perspective itself. We are no longer the new kid on the block, right? We are now a reliable, uh, professional industry that can deliver power when you need it. Uh, so that’s what we’re trying to, to convey with this coming of age. And, and we’ve got some really good speakers who are gonna talk about that, uh, from. The grid operator’s perspective saying, why is it that renewables are one of the first things they reach for now when they realize they need more power? Joel Saxum: I think it’s an interesting space and I think to, to [00:02:00]comment more deeply on that, right? That you guys are in that, you  Mathieu Cōté: know,  Joel Saxum: 2005, six you started installing a  Mathieu Cōté: lot of the, a lot of wind assets. There was a curve of, as it as every year you get more and more. Trickle and then becomes a flood quite quickly. Joel Saxum: Yeah. And, and, and you know, from, from the operation standpoint, we deal with some of the wind farms in Canada. We love working with, uh, the operators up there because they do exude that professionalism. They’re on top of their game. They know they’ve gotta maintain these things. Whereas in the states, we’ve been a little bit nascent sometimes and, oh, we got PTC coming so we don’t have to do these certain things. Little bit more cowboy. Yeah. Yeah. And up in Canada, they’re, they’re, they’ve been doing the right things for a long time. Um, and I think it’s a good, good model to follow, but you’re a hundred percent correct. We’re coming to that time when it’s like decision time to be made here. And I think we, in our, in our uh, kind of off air chat, you had mentioned that, you know, repower in Canada is. Pretty early stages. I  Mathieu Cōté: only know about  Joel Saxum: one,  Mathieu Cōté: to [00:03:00] be honest, and I try and keep track of these things,  Joel Saxum: but that’s coming down the pipeline,  Mathieu Cōté: right? So there’s gonna be more and more of these happening. And I mean, there are a lot of operators that have one foot on either side of the border, so some people have some operational experience on what steps you need to take, but it’s also from the regulatory side, like what is your grid operator gonna insist on? So on and so on. But, uh, so we’ve got some panels to talk about things like, one of my favorites is, uh, how much life is left in your machine? And that’s sort of a deeper dive from an engineering standpoint. Like what math do the engineers do to assess, is this foundation good to go for another 10 years? Is this tower gonna stand up to whatever? Should we replace the blades and all those components? We, we’ve got a foundation expert, uh, someone who does. Digital twin sort of things as well as, um, a panelist from, uh, Nordex, so the OEM sort of perspective as well, and how they assess how much [00:04:00] life is left in a machine. So like that’s the sort of panels that we’re trying to put together that we’re pretty excited about.  Joel Saxum: Well, I think that’s a good one too, because I know Alan and I we’re talking around the industry globally. A lot of it is around CMS. And when we say CMS, we’re not just talking drive train anymore, we’re talking everything you can in the turbine, right? So the, the concept of remaining useful life, r ul, that always comes up, where are we at with this, right? Because from a global perspective in Europe, they have, you know, in Spanish wind farms are all, a lot of ’em are at that 25 year mark. What are we doing here? So you guys are bringing that conversation to the Canadian market at this operator summit in Toronto here in February. It’s, it’s timely, right? Because it’s February and everybody’s getting ready for spring, so you got a little bit of time to come to the conference.  Mathieu Cōté: Well, and that’s one of the things that we actually used to do is show in April and we’ve moved it back after hearing feedback from our, from our audience that April’s almost too late, right? Like, if you’re doing your assessments for your [00:05:00] blades, it where? Where’s your manpower coming up? Coming from in the summertime? Those contracts are already signed. By the time you hit April, February, you’ve still got time. Your RFP might be out so you can meet all the proponents on site at once. It, it just makes a lot more sense for us to do it in February. Allen Hall: Well, there’s a wide range of technology in Canada in regards to wind to energy. That adds to the complexity where a lot of turbines, unlike the United States, are maybe even sub one megawatt, and with new turbines coming online, they’re gonna be in the five, six, maybe even seven megawatt range. That’s a huge dispersed. Industry to try to maintain massive range. Yeah. Right. And I, and, and I think one of the dilemmas about that is trying to find people who understand that tho all those different kinds of machines and the intricacies of each one of them and how to operate them more efficiently, which is where Canada is. Quite honestly. The, the thing [00:06:00] about that and the challenge for Canada Head, and this is why the conference is so important, is. If there’s someone in Canada that has the answer, as Joel and I have talked to a number of Canadian operators, you may not know them. I know it’s a smaller marketplace in general, but unless you’re talking to one another, you probably, uh, don’t realize there’s, there’s help within Canada. And these conferences really highlight that quite a bit. Wanna talk about some of the, sort of the interactions you guys create at the conference?  Mathieu Cōté: Yeah. Oh, well, it’s one of the things that can RIA tries to do is play that connector role, right? Like, we don’t know everything, but like you say, we know someone who knows something and we can put you in touch with all. I know a guy who knows a guy. Um, but we’re, we’re always able to, to, to connect those dots. And I mean, we, we do a lot of, uh. Things like working groups and uh, regional meetings. And, uh, we’ve even got, uh, different summits for different things. Getting a little bit outside of operations, but like we [00:07:00] have an Atlantic operators group that gathers together and has a chat just sometimes, usually there’s a focus topic, but then we have, oh, how do you guys deal with the storm that came through? Or that sort of thing, or what, what do you do for if you need a new blade or has anyone got a good vendor for this thing or that thing? Those sorts of things always happen in the margins. And I mean, the ops summit is the, the best one of those because it’s the entire Canadian industry that gets together. We’ve got folks from bc, we’ve got folks from Atlantic Canada, there’s gonna be people from Quebec, and there’s vendors from all those places as well. Right? So. It’s covering all your bases and it’s the one place that you can talk to everybody and meet everybody in like a 48 hour period.  Joel Saxum: Well, I think that if, you know, just doing a little bit of deep dive into the agenda and the program here, that’s one of the things that you guys are focusing on. Targeted networking. So morning breakfasts, evening receptions, there, you know, structured and informal, uh, opportunities to actually connect with the o and m [00:08:00] community. Um, one of them that you had mentioned was kind of, um. Hands-on demonstrations and, and for me, when, when I see these things, ’cause I’ve seen them kind of slightly not, I don’t think I’ve ever seen anybody do it perfectly well. I’m excited to see what you guys do. But you get, you get a group of people standing around, like you get people kind of standing around. Rubbing elbows going, like, what do you think about that? What is, does this, is this gonna work? And, and those to me are great, great conversations for networking and kind of figuring things out together. The collaboration part.  Mathieu Cōté: Absolutely. Uh, well on those two points, the, the networking has always been a huge part of this show, and we’ve always built into the program. Okay. There’s some stuff on stage, but then there’s a break. And I mean, you can wander around the showroom floor and you can, but you can talk to the other people. And, uh, that’s a big part of this. That’s an important part of this. And then on the, the demonstrations and so on, we used to have what we called, uh, elevator pitches, uh, where, and we’ve done it various different ways where people get five minutes, one slide, you’re on [00:09:00] stage, you say your piece, you give us your elevator pitch, and then you get off and someone else gets up and talks. And we found that, that, and the feedback we got was that that was good because that condensed all of the salesy parts and kept it away from the panels. ’cause the panels, we want them to be informative, not. Selling you something. We want you to learn something. But the sales pitch is, there is some sense of like someone’s trying to sell you a thing. But we’re evolving that a little bit this year where we’re going towards demonstrations. So on the showroom floor, there will be someone who will have a tangible thing, whether it’s here’s the new fireproof coat that we’ve come up with, or here’s how this, uh, sling works, or here’s this piece of kit that fits on your machine that catches bolts when they break, or whatever it is. Here’s how it actually works, and they’ve got it in their hands and they can play with the go until it, uh, really, like you say, gets that light bulb moment that gets you to see how it works. And you can see that ROI [00:10:00] right away going, oh, okay. That if it catches the bolts when they break, then it doesn’t rattle around. And then I’ve gotta spend X amount less time fixing, missed out. Or the other thing, like it’s, it, it’s a, it’s a better way of doing it is, uh, what we feel. And like you say, then you get. Being on the showroom floor, it’s in amongst the booths. So people who are on the showroom floor can just sort of look over their shoulder, see that, okay, I really gotta go check out that guy. Joel Saxum: I like the idea of the format and there’s a couple other things like lessons learned track we talked about a little bit too. But one of the things for me for trade shows is when Alan and I went to ETC in Calgary a few years ago, two years ago I think. Yep. You actually had the. The conversations, the panel conversations, the discussions, the knowledge sharing happening on the showroom floor. I don’t like going to a conference where I have to go in, like I’m talking with some people, but, oh, I gotta run across this thing across over here, a mile away into some back room to listen to someone talk about something. I like, I like being where the information is [00:11:00] happening and sharing, and I can stand off to the side and listen a bit and, and still engage. Um, and you guys are doing some more of that too through the lessons learned track. Um, can you explain that a little bit to us?  Mathieu Cōté: Well, we’ve always had, uh, like a, some split in concurrent sessions and so on. But to your point of not running off to the other end, we’re in a pretty intimate space where we’ve got like a room for lunch and the plenaries, we’ve got a room for the exhibit hall, and then right next to it is any of the, uh, off to the side stuff. It’s all within a one minute walk of, of itself, which is much better. So we’ve got the concurrent, uh, sessions and. This year we split them instead of into two. We split ’em into three though that then we’ve got one for specific to wind. We’ve got one specific to solar and storage. ’cause we are renewable energy, not just wind. And then we’ve got one, uh, that’s a bit of a grab bag and it’s a bit of a different format. So instead of your traditional three [00:12:00] panelists plus a moderator, everyone’s got a slide, everyone’s gotta talk, blah, blah, blah. This thing, it, it’s much more focused. You’ve got one person who’s got a real important thing to say, whether it’s, here’s, uh, lessons learned on how our hub fell off and here’s what we learned from it. Here’s our root cause analysis, or here’s, uh, a much better way of doing, uh, our health and safety program has worked much better for us. Here’s what we gain from it, or whatever happens to be. And then one moderator to ask them some questions, pick apart. So this part, how to, uh, and get a bit of a, a flow there. So, and it’s much shorter. Instead of an hour long, it’s only a half hour. So then you don’t have to sit through two people. You don’t care about to listen to the one person that you do is the intent of these, uh, lessons learned? I,  Joel Saxum: I do really like the concept simply because when I go to an event or like, um, putting something together, I want people to be able to go. Learn something, take it back to their respective [00:13:00] organization, be able to implement it tomorrow. And it sounds like you guys are really moving towards that with the lessons learned, the collaboration and the knowledge sharing.  Mathieu Cōté: That’s, that’s the intent. And that, and that’s really what it is, is I, I’m, I think I’m a smart guy, but I don’t have all the answers. So we’re really trying to shine a light on the people who do, and like, here’s a thing that the industry as a whole should learn about. And give them some time to talk about it. And like you say, then you’ll get some of those conversations in the margins and in in between going, yeah, this guy had this thing to say. We get that sort of dialogue going. That’s, that’s the intent. It’s all about, uh, discussions and learning from each other.  Joel Saxum: To me, it sounds like even, um, for lack of a, maybe a trip to get some poutine and maybe an American, American should go out there and listen to some of the stuff you guys have to say as well. Mathieu Cōté: Honestly, it’s, it’s worth it for, uh, Americans to come by and we do have a significant number, proportion of the, the audience comes from the states as well. Because like you say, it’s, it’s worth it and it’s good information and it’s a good [00:14:00] portion of the thing. And it’s really not that far. And I mean, um, not to put it lightly, we do tend to lean a little heavier on some of the more, uh, Canadian elements like weather. Like we do have a panel this year, um, on the solar side, solar operations and adverse conditions. And that one, um. Because that one came from, uh, I know a guy at, uh, natural Resources Canada, who was part of a working group at the International Energy Agency in their photovoltaic power systems group, where they came up with, uh, a report on operations in all kinds of adverse conditions around the world. So he’s gonna present that report and we’ll have a panel discussion. The other panelists there, we’ve got, um. Ben Power, the CEO of ves, who is the number one installer of solar in the Yukon, right next to Alaska. So they know a lot about adverse conditions and then, uh, polar racking, they’ve got a lot of experience, uh, with that sort of thing too. And they’ve got some data that they’re gonna bring to the [00:15:00] panel as well. So it should be a really good discussion about how do we deal with bad things happening in solar specifically.  Allen Hall: Well, sure. Uh, Canada’s been running assets a lot longer than we have been in the States. In fact, to Joel’s earlier point, we’re repairing. Disassembling putting new stuff up all the time. Canada has been more focused on keeping existing equipment running in some crazy, harsh conditions. The US is moving that way. You wanna know about ice? We could tell you about ice. Exactly. Like how many times has the US run into trouble with icing on wind turbines and we should have been talking to, or her neighbors through the north, but in a lot of cases, yeah. The I, I find that the time I went. I learned a whole bunch about Canadian operations, how to think about some of these problems differently. That was the beauty of a attending a Kria event, and I know there’s gonna be a lot of people attending this event. Who is it for in general? Obviously [00:16:00] it’s for operators, but is there some value here for like asset managers? Some of the engineers, some of the service providers,  Mathieu Cōté: yeah. That our, our core market, if you want, is your site managers and your technical people, but engineers, 100%, they will learn something. Your asset managers will definitely have some value in it, whether it’s learning about the technology or learning about, uh, the, the latest things coming out or even just. Best practices from other folks, right? We’ve also got, uh, more and more we’re getting people from the insurance industry getting involved because some of these, uh, lessons learned and so on, is really valuable to them. And we’re even running, um, if, if people are in insurance, we have a special meeting for insurance. The, the day before where we’ll be having a, a dialogue between the insurance industry and the operators and like, here’s how we deal with this. This is why the prices are that. And, uh, talk about that risk transfer type stuff. There are the odd developer who comes out. Um, but it’s more for the, [00:17:00] like, once it’s in the ground, the technical people, uh, the tooling manufacturers, the service providers, the, all, all of those folks. Joel Saxum: What about ISPs? Oh, a hundred percent. We know quite a few ISPs up in Canada. Every one of them that I’ve talked to is coming. So ev I’ve had the conversations and like I, you know, we’re, we’re doing some other things in February as well around here, and I was, Hey, what are you guys? Oh, we’re all going to the Candry Ops summit. We’re going to the Candry Ops summit, so to Toronto and February. Um, bring your warm jacket. I suppose it could be cold. Yeah, the, the ISPs will be there in, in full force. And so I think that. To me, it’s like the, the, the cousin to the A-C-P-O-M-S. We like OMS in the states because that’s where the real discussions happen around operations and maintenance. Mathieu Cōté: The technical stuff happens. Yeah. And it, I like to say it’s the, the, the younger cousin, if you will, and the maple syrup cousin.  Allen Hall: Well, I do think though, that when we’re at, uh, o, M and S Joel, that [00:18:00] those discussions are a little bit different than what I see up at Kria. Like Kria is a. Community OMS is, yeah, we, we all know one another and maybe it’s just there’s this, a bigger event or more people, but it, I don’t feel the sort of connection I do when I’m at Kria. Like I know the people, I understand what’s going on at Kria. That’s what makes it fun that I get to see people that I, I know once in a while, but at the same time there is a huge, massive amount of. Sharing  Mathieu Cōté: that community that you speak to, that that’s really what we’re trying to, to gather in. And there’s a difference of scale too. I mean, uh, the OMS is like 3000 people and we’re three to 400. So there, there’s a difference there. But that sort of intimacy leads to a fair bit more of that sharing that you’re talking about and like that Oh yeah, there’s that guy. Oh, there’s Derek from Capstone, or there’s Dan from EDF or there, you know, and then you. You run into them and then you, you catch [00:19:00] up on all the latest and, um, what’s going on, how are things going? And so on and so on. And there’s time for all of that in the, in the two day show that we have.  Joel Saxum: Well, I think collaboration in a smaller, like the right size group is, is much easier and flows better. Right? Once you get to that thousand two, three, 4,000, it’s like, yeah, you’re there, you’re seeing the people, but like it’s just not the same.  Mathieu Cōté: Et c is somewhere around 3000 people and it, it, it’s got that heft. It’s a different audience as well. Right? The o and m crowd isn’t there as much. It’s not quite as technical, so it it, it’s a speaking to a different group of people. Allen Hall: Well, Canada is on a growth spurt for renewables. There’s a lot of wind energy  Mathieu Cōté: headed up towards Quebec. There are procurement’s open right now in Quebec, Nova Scotia, new Brunswick. Uh, Ontario, BC and Manitoba  Joel Saxum: Plus, what was it? Fi what was it? Five offshore lease areas off of Nova Scotia.  Mathieu Cōté: Yeah, they’re looking at up to five gigawatts offshore in Nova Scotia. We don’t have [00:20:00] any yet in Nova in, uh, offshore. And there’s some, they need to figure out what the offtake is and where the transmission goes. Uh, but there’s a lot of people working in the background on MA putting that together. So it’s growing. Oh, a hundred percent. It’s growing and across the board, right. And the. Wind or solar or storage or all three. And that, that a lot of the, the procurements these days are starting to move in a direction of, uh, sort of a technology agnostic where they say, we need megawatts. We don’t care how you make them. We just want electricity. Well, electricity, uh, but also electricity capacity. So in the one case we figure wind and solar will do quite well, and in the other we’ll figure the battery storage will do quite well. So no matter what and in the timelines that they’re asking for, we’re looking at if you want it in the next five years, it’s probably gonna be wind and solar because anything else is gonna be a seven plus year timeline to get into the ground. So [00:21:00] there, there’s a lot. There’s a lot coming.  Allen Hall: Well, up to 20% of the energy, electricity in Canada nationally is gonna be generated by renewables in less than 10 years.  Mathieu Cōté: Canada’s split up a lot, remember like, and Quebec is already at 90 plus with their hydro and bc same thing.  Joel Saxum: And I, and I think that that’s something to be, to be shared as well here is from an o and m standpoint. The, the varied geographies of Canada and how spread apart it is, there’s specialized knowledge up there to, to, to, you know, till the cow come home. So it’s a great place to go and learn. I would encourage people, hey, if you’re, if you’re in anywhere around Michigan, the Great Lakes Toronto’s a three hour drive. Go there, do the conference and learn something,  Mathieu Cōté: and hey, we’re right next to the airport. It’s quick flight. Almost anywhere from North America, right? So Toronto’s easy to get in and  Allen Hall: out of, and this is gonna be a great event. The Can Operators Summit. It’s February 11th and 12th at the Delta Hotel by [00:22:00] Marriott, Toronto, right at the airport. So you, you can’t miss it. It’s easy to get in, easy to get out. You’re gonna have a great time. Matt, how do they connect and register for this event?  Mathieu Cōté: We have a registration link that I’m sure we’ll put somewhere. Um, or come to our website, kenia.ca?  Allen Hall: Yeah, just Google Can Operator Summit. That’s what I did. And that takes you right to the registration. Get signed up there. It’s inexpensive in Toronto is a really cool city. February 11th and 12th. At the Delta Hotels by Marriott, right at the airport. The Canary Operator Summer is going to be a lot of fun. Matt, thank you so much for being on the podcast. Really enjoyed having you. Well, thanks for having [00:23:00] me.

Why do some advisors thrive without managing assets? We talk with Kelly Nilsson, founder of Brava Financial, about building a planning-first, advice-only practice that focuses on real-life risk—not just market returns. With a background in insurance, Kelly believes households are more often disrupted by death, disability, or long-term care than by volatility, and her plans are built to handle those moments.Kelly shares how she launched a virtual RIA, why project-based planning fuels her growth, and how clear scope, flat fees, and objective advice create better client outcomes. “Rent my brain” means no product pressure, no discounts, and clients who are ready to implement.This episode covers practical ways to identify the right clients, use paid consults as discovery, and design services people actually understand. A must-listen for advisors questioning the AUM default and looking to build a sustainable, planning-led practice.Kelly's Social:https://www.linkedin.com/in/kellynilssoncfp/Music in this episode was obtained from Bensound.

We continue our conversation with Ria Story as shares her journey of overcoming personal adversity and her mission to raise awareness about sex trafficking. She discusses the myths surrounding trafficking, the signs to look for, and the importance of community involvement in prevention efforts. Ria emphasizes the need for open conversations about these uncomfortable topics and encourages listeners to take action in their communities to support victims and prevent trafficking.Want to connect with Ria or other organization we have mentioned during this episode? Click Below! ⁠Georgia Sex Trafficking Hotline: 1-844-842-3678⁠⁠Riastory.com ⁠⁠Simply Report App

With Jason Ozur, Founding Partner, Chief Executive Officer, Lido Advisors Overview As firms pursue scale, advisors face a critical question: how do you grow without compromising the client experience? Jason Ozur joins the show to explore what intentional growth really looks like and what scale can enable when culture and clarity come first. Watch… Listen in… > Download a transcript of this episode… 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. About this episode… Over the last decade, scale has become one of the defining themes in wealth management. Larger firms promise broader resources, deeper infrastructure, and expanded opportunity. But they also raise a fair question: at what point does growth begin to work against the client experience it's meant to enhance? That's the center of today's conversation. Jason Ozur and his partners at Lido Advisors have built one of the largest RIAs in the country, managing more than $40B in assets, while maintaining a family-office mindset and a distinctly client-first culture. What's notable is not just the firm's growth, but how intentionally it has been pursued. Jason talks about Lido's growth story and more with Jason Diamond, including: The real constraints on growth—and the roles of culture, capital, and clients. The role of the wirehouses in the modern landscape and how the RIA model differs. The realities of scale—and what it enables when done thoughtfully. The concept of “bigger is better”—and why Jason sees that as an oversimplification. Integration versus aggregation—and how Lido evaluates acquisitions. The evolving role of private equity in the RIA space—and why access to capital doesn't have to come at the expense of independence or client outcomes. It's a candid look at what sustainable growth actually means—and what advisors and owners should consider as firms across the industry continue to grow. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources Is Scale a Necessary Evil in Wealth Management? Scale can provide a competitive advantage. Yet there might be scenarios in which bigger isn't always better. How to Set Up Your Business to Maximize Enterprise Value Jason and Louis Diamond explore strategies for maximizing enterprise value, whether or not an advisor plans to move. Learn actionable insights, key business practices, short-term vs. long-term tactics, and real-world examples. IBD vs. RIA – Which Model Fits Your Future This guide offers a clear, side-by-side view of the two models—including distinctions between the DIY route of building an RIA from scratch and opting for a supportive independence platform to help align your business goals with greater options and opportunities. Jason Ozur Chief Executive Officer Jason Ozur is the Chief Executive Officer of Lido Advisors, where he considers client focus central to his leadership and devotes significant time and attention to the individuals and families he serves. Based in Los Angeles, he also serves as Co-Chair of the investment committee, overseeing Lido's alternative investment platform and leading due diligence on real estate oriented strategies. A Certified Public Accountant, Jason earned his B.S. from California State University at Northridge before beginning his career in public accounting. He worked as a CPA performing audits, preparing tax returns, and providing back-office services for numerous hedge funds. In 1999, he joined a large family investment office, becoming part of the team that managed the family's substantial investments. During this time, he also served as CFO of the family's worldwide water conservation company, which operated in more than 22 countries, and later provided financial oversight as controller for a multi-billion-dollar Los Angeles–based hedge fund. In addition to his executive and investment responsibilities, Jason is deeply committed to shaping Lido's culture. He takes an active mentorship role within the firm, fostering an environment rooted in progression, excellence, and integrity. Also available on your favorite podcast app and other media sites

Scarce Assets: Alex Pron explains why wealth managers are finally embracing Bitcoin, how Wall Street distribution changes the market, & why long-term conviction matters more than cycles.---

This week, David Lau talks with Tom McCarthy, Chief Distribution Officer at DPL Financial Partners, about the evolution of the advice model, industry stigmas, and how commission-free annuities can be powerful income differentiators for RIAs. From his early fight to shift from a commission-based to a fee-only model, Tom shares his journey from fee-based startups to the explosion of the RIA channel. He also discusses how technology and strategic partnerships enable financial advisors to provide holistic financial well-being rather than just stock picking. Learn more at https://www.dplfp.com/series/advisor-revelations-podcast.

In this episode, 10 Family Office Myths exposed (and debunked). https://youtu.be/j1cgcZZcRBM Welcome back and Happy New Year on the Wealth Actually podcast. I’m Frazer Rice. We have a fun show today where we talk about 10 myths in the family office space. Mark Tepsich, who runs the family office governance practice at UBS is here as we dish into the ideas and concepts that are misunderstood in the family office world. Summary This conversation delves into the complexities and myths surrounding family offices, exploring their structure, governance, and the unique challenges they face in wealth management. The discussion highlights the importance of understanding the specific needs of families and the role of family offices in managing complexity and preserving wealth across generations. It also addresses common misconceptions about family offices, including their necessity, governance, and their relationship with institutional investors. Takeaways Family offices are established to manage complexity in wealth.Not all family offices are the same; each has unique needs.Governance frameworks are essential for effective family office management.Many family offices outsource functions rather than internalizing them.The myth that 85-90% of family offices shouldn’t exist is false.Shirt sleeves to shirt sleeves is a debated concept in wealth preservation.Family offices need to adapt to the evolving needs of families.Investment functions in family offices are often secondary to administrative roles.Family offices are driven by complexity rather than just size.The future of family offices may involve more direct investment opportunities. Chapters: Family Office Confidential 00:00 Understanding Family Offices: Myths and Realities02:02 The Complexity of Family Office Structures04:37 Debunking Common Myths About Family Offices06:17 The Role of Outsourcing in Family Offices07:54 Generational Wealth: The Shirt Sleeves Myth10:51 Flexibility vs. Permanence in Family Offices12:48 Governance and Decision-Making in Family Offices15:49 Investment Functions in Family Offices18:05 Size vs. Complexity in Family Offices20:09 Family Offices vs. Institutional Capital21:19 The Aspirational Nature of Family Offices23:30 The Relationship Between Family Offices and Institutions25:36 Technology in Family Offices: Current Trends29:03 Family Offices and Private Equity: A Comparative Analysis Myths 85-95% of FO’s should not exist vs. “there is no such thing as a family office’ Family office internalize everything A Family Office Anchored by an operating business is the same that is one funded solely by liquidity event Shirtsleeves to Shirtsleeves is myth Family offices are designed to be permanent’ Family Offices don’t need high end (almost SOX) like governance Family Offices are driven by net worth (no, by complexity) Family Offices are built on a robust investment function (no, it”s complexity management- often rooted in bookkeeping and accounting) Family Offices are like institutional Capital (no, many more motivations than pure returns- including whimsy and the knee-jerk ability to override the IPS) Family Offices are the right result for a career (they could be, but it is extremely unlikely- a lot of things have to be “just right” and there is little to know patience for development Family Offices make great wealth clients (very much depends on the function and the product- they can be difficult consumers) Family office tech is best – in – breed (No and it probably never will be) Family offices shun Large institutions (Surprisingly, no- needed for deals, expertise, and most importnatly financing and introductions) Keywords family offices, wealth management, governance, investment strategies, family dynamics, myths, financial planning, family wealth, complexity management, family governance Transcript: Family Office Myths Busted Frazer Rice (00:04.462): Welcome board, Mark. Mark Tepsich: Hey, Frazer, good to see you again. Appreciate the opportunity. Frazer Rice: Likewise. So let’s get started first. We’re going to go into some of the myths around family offices. But you really participate in kind of an interesting subset of that in terms of helping families design and govern them. What exactly does that mean on a day-to-day basis for you? Mark Tepsich: Yeah, good question. So, you know, it means a couple of things, right? So if you think about a family office, you have families that are at the inception point, right? Where things are getting too complex for them. They need to set up some sort of infrastructure. And it’s really like, what is a family office? What can it do for me? What are the pros, cons, and trade-offs? Where do I start? What’s the infrastructure, the systems? Who do I hire? How do I structure a compensation? So you’ve got families maybe coming at it. From post liquidity event, maybe coming at it from, we need to lift up, lift out this embedded family office out of the business to, hey, we’re an existing family office. We’ve got, you know, we’re evolving, right? The family’s growing, their enterprise is changing, the world around us is changing. People are leaving the family office, the next gen’s getting incorporated into the family office in some way. We’ve got some questions that could be, how do we engage the next generation through the family office? Mark Tepsich (01:21.614): How do we make decisions, communicate around our shared assets and resources, which could be a portfolio, maybe even a business, or hey, how do we come together and hire? What is this profile of this person look like? Who should we hire and not hire? What’s the structure of their compensation, carry co-investment, leverage co-investment? What’s the tech stack look like across accounting, consulting, reporting? Now, how do we insource and outsource? So it’s sort of. I like to call it organizational capabilities. So, you know, sometimes it’s soup to nuts, like starting from zero, other times it’s, we’ve been around for a long time, but we have a couple of questions. So that’s kind of my day to day. And, you know, I’ve been living this really since 2008 pre-global financial crisis. Frazer Rice So we’re going to go into, I think, some of the craziness of the family office ecosystem where we have people who wear many hats, people who wear masks, some people who are jokers and other people who are really good technicians and provide a lot of great insight. One of the things you were talking about is that the different types of mandate can be different. And I think maybe one of the first myths we should tackle is the The bromide that if you’ve seen one family office, you’ve seen one family office, which is thrown around at every family office conference and everybody chuckles for a minute and then it sort of washes away and no one cares anymore. What do you think about that statement? Mark Tespich (03:19.006): So I don’t necessarily think it’s true. And here’s what I mean. Let’s make an analogy to this, right? A business needs certain core infrastructure to just operate, right? And using accounting back office, you know the inflows, the outflows, you know, if you’re make a decision, these are the steps you have to go through. And so a family office, right? It needs to incorporate that, but it needs to incorporate it with the family and the family enterprise that is existing for that family, right? So, yeah, each family office is different because each family is different, but that’s like saying you’ve seen one business, you’ve seen one business, right? The strategy could be, the culture could be different, but, you still need some core operating infrastructure. And again, there’s accounting infrastructure, and that’s the basics, right? So there’s a curl of truth, but largely I think that it is false. Well, and at the same time, yes, families are different, but in general, families are trying to get to the same place, which is, know, they want to steward the wealth. They want to make sure it benefits the family and the other constituencies. And they want to make sure that it’s preserved over time. And those functions, you know, it’s very infrequent. You’d find the functions not there. And so how you get from A to B may be different, as you said, but there are a lot of universal truths to setting one of these things up. Frazer Rice So one of the other myths that we’ve come across is the idea that 80 to 90 percent of family offices shouldn’t exist. is, people and families set these up for, let’s call it the wrong reasons. Maybe it’s fear of missing out, maybe it’s great cocktail party chatter, maybe it’s an overdiagnosis of their needs. What do you think about that? Mark Tepsich Again, false. know, family offices are largely a function. They largely exist because there’s a market scale here. And what I mean by that is when you look under the hood at a family office, you’ve got basics of an accounting firm. You’ve got basics of an investment slash wealth management firm. You’ve got the basics of a legal slash tax firm. And then you’ve got essentially everything in between. And when you look at professional service firms out there, They can’t provide all of those under one roof, whether compliance or regulatory reasons. But the other reason is because no business model out there can really scale the complexity that each one of these families has. So yeah, you could outforce a lot of this stuff, but at the end of the day, family offices often exist because of a market failure. so, false, 85 to 90 % of family offices should exist. Frazer Rice (05:41.164) One of the other things, I’ve been around enough of these getting set up, is that the family office, if we get into sort of a technical structure, such that you set up a structure so that you’re able to deduct the expenses related to administering the wealth around that, that’s a valid reason to do things in addition to the organizational component. So I agree with you that there’s, to say that they shouldn’t exist is sort of belying the notion that these functions should take place internally. And I think you spoke to that. And I guess that gets to another myth, which is that family offices should internalize all of these functions. You just talked about it a little bit, that that’s not a great business model either. Mark Tepsich No, mean, yeah, so, you know, 85 to 90 % of family members out there, you just use that statistic, outsource a fair amount of things, right? And what that means is let’s just use tax counsel, for instance, right? This is something that these issues exist in every family office, they exist for every individual, but at the end of the day, should you have, you know, a tax counsel in-house in a family office that’s only doing, you know, income tax advisor work? Probably not. For 95 % of family offices because the frequency just isn’t there, right? So, you if you look at general councils alone, right? So they should have a broader mandate than income tax. should have well-transferred estate planning. Every family has those issues, but do they have the frequency to warrant bringing that individual, that professional and the rate, the cost? Probably not. a lot, you know, most family offices outsource a fair amount of whether it’s investment management, manager selection and due diligence. So false. Most fair amount offices do outsource a fair amount. Frazer Rice (07:31.374) One the things, this is one of my favorite controversial topics in the family office ecosystem of vendors that are out there is this notion that shirt sleeves to shirt sleeves is a myth. that the, and for those who don’t know what that means is, know, the first generation has generated the wealth, the second one enjoys it. And then the third one for a variety of reasons is ill-equipped to carry the wealth forward. And then everyone kind of goes back. It transcends culture. It’s lily pad to lily pad. You know, there’s a British version and a Russian version and whatever version. But the advice ecosystem around this is such that there’s a lot of debate about the statistics that have, quote unquote, proven that. And I can listen to that and say, yes, those may be very narrow. But there is a myth out there that shirt sleeves to shirt sleeves is a myth. Maybe you have some comments on that. Mark Tepsich Man, this is a tough one. I will say this will probably be the toughest one. So I think once a family becomes wealthy, right? And you can kind of define that as, the wealth, meaning the financial wealth will last a few generations with really out, with really nobody working, right? Let’s just define it that way. It’ll last a couple of generations if you make some not dumb decisions, we’ll call it. I think such as the financial markets today, right, as long as you’re diversified, you will stay wealthy. Does that mean you are going to have the same amount per capita over time? Maybe not, right? So if you look at it today, is a nuclear family of four, and you look at it 50 years from now, and the family is 30 people, right? I don’t know what the growth rate would have to be on those assets. So I think the family will remain wealthy whether they remain, you know, on a per capita basis, right? That’s a different story. I think what this is missing, however, I think the numbers kind of overshadow what this is getting at. I think when you look at it, when you take a step back, that first generation wealth creator, right? Will the family continue to be builders and entrepreneurs down the road? Frazer Rice (09:50.26) That I think that’s the question. Will they continue to kind of reach their full potential? I think that is that should be the focus. I’m going to punt on this one. I think it’s TBD and it’s there’s no set answer. I think the idea that the returns, To get back to your point is that as you go from generation to generation, the complexity increases, I’d say geometrically. Whereas the assets in many ways are going to be designed to increase linearly. And so at some point it may be 14 generations down the line when you’ve got 300 people that you have to take care of, are those assets gonna be in place to be able to support the level of living that people expected in generation one, two, and three? I think that’s the equation we’re all trying to fight. And so I’d say while Shirt Sleeves to Shirt Sleeves isn’t necessarily a prophecy, it’s definitely something that has to be addressed. So I’m gonna say that the fact that Shirt Sleeves to Shirt Sleeves is a myth, I think that’s the myth. Mark Tepsich So that’s where I draw my line in the sand there. think there’s an equation you constantly have to fight. Okay, so here’s another one. Family offices are designed to be permanent. I happen to think that they start out trying to be permanent, but in actuality, they really have to be more flexible and flex with the needs of the family, even at the first or second generation. Yeah, I would agree. Often they’re established for a good reason, right? That reason is complexity. Whether that complexity continues to exist for the family is a different story, right? You might have a business being sold. The family might just say, “hey, we don’t need to do all these direct investments, these alternate investments. Let’s just keep it simple, keep it passive.” I don’t think they’re designed to be permanent. I think families don’t really think about that too much. They want to exist for probably the existing generation that’s leveraging it and they wanna transition it, to your point, be flexible over time. But I don’t think anyone like a business, right? If you think about a business, the business generally speaking, it’s meant to exist in a perpetuity. That’s why you have a business, right? It’s not a sole proprietorship, but a family office, I think it’s TBD, right? So, you know. I don’t think anyone’s setting up a family that will say this is going to exist a thousand years from now. And I think if they came out and said that, think that it would add question and motivations. Frazer Rice Maybe we may be welcoming the Martians, we may be speaking Mandarin. There’s a thousand things that could happen in between here and then, that’s for sure. Here’s a myth that I think you and I are both going to agree is one, which is that family offices, for the ones that we think are going to try to persist, don’t demand necessarily Sarbanes-Oxley or high-end governance. Mark Tepsich I think as family offices mature, meaning as the family evolves, they do need some sort of decision-making framework. Especially if they’re going to really come together and act like somewhat of an institution. What I mean by that is, under the hood of a family office or under the hood of a family, let’s say there’s 10 family members. Let’s say there’s 20 to 25 trusts within that. You know, you could come together and pull your assets, right? And pull your resources. That’s part of the reason for having a family office. And so you just have a larger pool of capital. When you’re doing that, you do need governance. Okay? But if you’re gonna have, it’s just like, hey, we’re gonna have our separate portfolios. We’re not gonna come together and have pooled investment vehicles. You might not need an investment company, okay? And there might be good reasons to have an investment committee. In fact, many the investment committees I see, they’re not like college endowments where, we got eight people or nine people on here. We need to agree at least have five people to agree to allocate to this manager or change the allocation or change the IPS, depending on where that authority resides. I often see many investment committees for families, hey, we’re just collaborative in nature. We’ll get together. We’re going to have a meeting and talk about different strategies. Different advisors, things we should be doing. But if they’ve always had to agree at the family business level, they might not wanna have that same construct in the family office slash investment portfolio. If they’ve always struggled, know, come into agreement at the family business, now they’re gonna like, hey, we’re gonna recreate this dynamic. don’t have a binding construct. In fact, we ran a report, it’s coming out hopefully in the next couple of weeks. on family enterprise governance and a component obviously is the investment committee. 70 % of the investment committees out there are advisory in nature, meaning they don’t make binding decisions. They take it back to the trustees or whoever the authority is and they say, hey, here’s what we think, right? So individual family investors, whoever that is, co-trustees, it’s a, okay. So I do think governance is important, but it depends on what you mean by that, right? Should there be an IPS in place? I 100 % think that each family investor should have an IPS in place. The biggest mistake I see there is, hey, we’ve got this shared pool of capital. We’ve got 50 trusts. We’ve got one single IPS, right? I think that is a big mistake. don’t think that’s good governance. So it really depends on what you mean, but I think, yes, there should be some decision-making framework that you’re following. Otherwise, what exactly are you? Adhering to it, right? Like, what is your framework? What is your decision making tree? Frazer Rice (15:53.902) On top of that, possible myth. Family offices are built on a robust investment function. I mean, yes, there are some that are like that, right? You know, there’s a big names out there, MSD, Pritzker, so on and so forth. Those are the exceptions rather than the rule. Most family offices, 85 to 90 % are formed to manage the complexity, right? So again, otherwise you’re gonna have all these outsourced providers and that just doesn’t make sense when you’re trying to make a decision, because you need all the different parts to come together. They’re often built as administrative functions first, rather than, we’re gonna go start the next, you know, a private equity firm. that’s false. Frazer Rice The, as I like to say, probably to the boredom of a lot of people who talk to me a lot is that a lot of these really are built on a bookkeeping or an accounting spine. You’ve got to manage the inflows and outflows of everything and keep track of what you have or else you can have a great investment function, but things are going to spill all over the place. Mark Tepsich (17:30.872) I’ll never say, yeah. mean, and that actually goes back to good governance, right? So I always say, it’s not provocative. I’ll say, listen, this is not a provocative answer, but you need to create that first. And most of the people that are considering this rate are business owners. So they’ll intuitively get that. In fact, that function might exist somewhere at the business, but it’s really not organized. And without that function, like, it’s hard to make a decision, right? If you’re going to allocate 20 % of your portfolio, to private equity drawdown vehicles. got cap calls, capital commitments, distributions, like that needs to be budgeted and forecasting, right? So a lot of these families will have, one nuclear family can have three to four homes, 10 bank accounts, 20 entities. It’s not like a single piggy bank that you could take cash out of and move it every which way, right? Those are owned by different vehicles, different trusts, different assets and things like that, so. Frazer Rice Here’s a myth that I espouse which is Family offices and whether you have one or not is driven solely by size whether you have five billion or two hundred million or something like that that if you aren’t a certain size you shouldn’t have one and if you’re Of a certain size you must have one. Mark Tepsich That’s a myth. It’s driven by complexity first. I’ve seen, I’ve spoken to people that are worth two to $3 billion. It’s concentrated in a few stocks, meaning like they were early stage employees, right? They’re still in it. They’re getting a healthy dividend at this point. Guy talked to couple years ago. He had two homes, two cars, probably 95 % of his network was tied up into two separate securities that were probably traded. And he’s like, I don’t think I need a family office. You want to know what one was, what it could do from. And I’m like, listen, if you don’t have the complexity, it probably doesn’t make sense. Okay, if you can make a decision within whatever framework you have, whatever complex you have. Now, the other, you know, there is a cost factor to it, right? It gets easier to start a family office, meaning hire a couple of people, if you’ve got the… asset base for it to make sense on a cost perspective. So most of the time it’s driven by complexity, but cost does become a factor, right? If you’re worth a hundred million dollars, you’re to go hire 10 people. That probably doesn’t make sense. Frazer Rice (19:28.342) Right. Well, on top of that too, if you, and there’s a sort of the difference between a family office driven by a liquidity event and meeting that’s, that’s all you have versus a family office that’s tethered or sorry, a family business that’s tethered to it, that is also generating cash flows to help pay for things that that’s a big part of the decision. Because if you’re hiring people, you know, a CIO minimum, absolute minimum is probably $500,000. They’re going to need people, you know, you’re looking at at least 3 million. just to get the thing up and running before you start figuring out what you actually have to do. And so the concept that the size is going to dictate completely, it underscores sort of that cost component that you described there. Frazer Rice This is an interesting one and I like this concept to talk about. Family offices are like institutional capital as investors. Mark Tepsich Again, myth, there are some, again, there are some that are like institutions. They have the size and the sophistication. Oftentimes you see them, they’re former PE or hedge fund founders, right? That just aren’t doing any more of it. They made their wealth in the financial ecosystem, in the markets. And so they’re very sophisticated. But by and large, I mean, they’re sort of quasi-institutional, right? So I’ve seen multi-billion dollar family offices that Again, they’re more of the administrative hub rather than, we’re gonna be splashing around and playing in the markets and using a lot of leverage and doing a lot of control equity investments. So by and large, it’s the myth. 85 to 90 % are institutional-like. They are there to fill a need and that need is complexity management. Frazer Rice Here’s one on a different angle, which is family offices are the goal for people in the wealth management industry to work for, meaning family offices are a great aspiration for people who work in the industry and that that’s universal. Mark Tepsich (21:34.35) Myth, I think it’s an option. I think it’s interesting. I think it is a growing opportunity for folks that work in, you know, maybe wealth management or investment management or the financial ecosystem. But you didn’t, again, family has been around for a long time, but they’ve really only became, you know, kind of popular post global financial crisis with the rise of PE because of ZERP. You know, I’ll talk to a lot of people that are like in the hedge fund ecosystem looking for a change, right? And I say like, listen, like these opportunities for you are out there, but it depends on the family. It depends on their compensation philosophy as on the culture that you’re going to have to live within. There’s a lot of key man risk. Is it an opportunity? Yes. But again, it is, it is family office by family office. Frazer Rice I tell people too, it’s for people who are used to having lots of clients or lots of institutional support that is going to be a shift. It’s different to have one client. It’s different to have a scenario where the business of a family office, the business model of that particular family office can change on a dime. And if you don’t share the last name of the family you’re working for, you could be in a tough spot. Mark Tepsich Yeah, “we’re gonna build out a sustainability impact portfolio. We’re gonna build out, we’re gonna have a direct investment initiative. We’re gonna allocate whatever, a few hundred million dollars to it.” That person, that professional gets there and then a year or two or three years goes by and the strategy changes because a family member too had to change a heart. And then it becomes, okay, why am I here? Where am I gonna go now? So again, they could be great opportunities. I had a great experience.but it really just depends on the family. Frazer Rice (23:26.894) Here’s one, and you’ve got UBS over your shoulder there, so this is dramatic foreshadowing in some ways, but I think it bears talking about. It’s that family offices shun the large institutions, and that they want it bespoke, they want something peculiar all the time. What do you think about that? Mark Tepsich No, I mean, it goes back to the earlier myth that, you know, basically we’re saying family office should, family office do outsource a lot, right? So again, most family offices are five to eight people, right? I call it family office island, meaning you’re there on the island and you’re like, what is going on outside of the island or off of the island? You know your island really well, right? You know the family, know all the facts inside and out, but they are, I mean, there’s a reason why all these institutions, including UBS, has built out the resources to cater to family offices, right? I’m the perfect example. They brought me on to help our clients build family offices, right? They would not do that if it was gonna cannibalize their business. So they could be great clients and other times it’s like, hey, we’re very insular and we’re gonna keep everything close to the vest. Again, it’s family office to family office. But by and large, they’re great wealth clients. Frazer Rice No, and they also, you know, they need institutions to partner with of size, whether it’s at custody or lending or any number of other functions that are out there. Sometimes, you know, the RIA space is such that, you know, they try to be all things to all people and the appeal of being in, you know, the billionaire space. It takes a lot of people and a lot of effort and frankly a different business model to deal with that and to just sort of wander in and say we’re great and we can do these things. I think that’s a short road for a lot of institutions. Frazer Rice (25:17.602) Again, like we are brutally honest too. And I’ll, and here’s what I mean by that. Well, like we’re rated a lot of things, but I’ll say like, listen, there’s things that we can’t do for you. We can’t be your accounting back office, right? Like we just don’t offer that. We don’t have it. We’ve got a couple firms that would do that. They’re pure plays on it. So they’ve got to be good at it. but you know, use the various institutions for what they’re good for. They’re, know, again, that’s why you’ve got a family office. You can kind of pick or choose and be agnostic as to what you’re using them for. Frazer Rice If we wind down here a couple of last ones: The tech that family offices rely on is going to be best in breed. Mark Tepsich I, listen, I have this power station all the time with family office meeting, like what, what, you know, what tech providers should we be looking at? Listen, family office have grown in, right over the past 10, 15 years that there’s not a question. they’re historically, right. had to use in a family office, had to take basically institutional tools, try to repurpose them for the family office and they just, they’re just kind of clunky, right? The family office is still a cottage industry. If you’re trying to sell the family offices, you’re selling the two firms with five to eight employees, right? So the tools are going to continue to get better. But in my opinion, they’re always going to lag the institutional tools and kind of sophistication. But that’s also because institutional tools are very kind of narrow and deep, whereas the family office tech tools, you’ve got the accelerated reporting, but it needs to link to the accounting. That’s an issue. And so the family of standard day is left with like a bunch of disparate fragmented systems that have a challenge talking to each other. With that said, AI, I’ve been talking to a lot of these sort of mom and pop shops, I’ll call them. They’re firms that are trying to incorporate AI to break down these walls. So it’s not fragmented disparate systems. I use the analogy of it’s like jailbreaking an iPhone. I don’t know where this is gonna be in a couple of years, but I think the tools are going to continue to improve. But again, you’re probably not going to take a family office tech tool and deploy it at institutional scale. So if that answers your question, I guess it’s a measure. Frazer Rice First of all, I think it’s going to take a long time before something, quote unquote, replaces Excel, which is still a powerful tool that is flexible and does what it says it’s going to do. And people use it sometimes at their own peril to be the underpinning of everything. the one thing I would add is that the mom and pop software components, I think, have a lot of great ideas. The total market to sell into that, though, does not necessarily make for a great software business. As you say, to get those tools that are specific and required at the family office level to be profitable, you got to figure out a way to sell that into something bigger. I’m not sure there is anything bigger. Mark Tepsich (28:49.358) Yeah, I mean, you’d be better selling it to, you know, small businesses, right? So, I mean, the tools are going to get better, but there’s been a lot of interest recently in the past couple years. I don’t think, I think most of them are not going to survive. I don’t want to say there’s only going to be a couple winners, but on the Consolidated Reported Front, I really think there’s only going be a couple winners because you need scale. And again, family office, if you’re looking to make a decision, you’re like, well, okay, well, 5,000 users use Adapar and 50 use this other platform. So which one are you gonna choose? You don’t wanna onboard to the one that has 50 and then three years down the road, they’re out of business, or there’s fold or something like that. So with scale comes a little bit of security that at least you know that a lot of other people are using. You could point to that. Frazer Rice Last question. Family offices will rival PE firms in terms of influence in the investing market? 85 to 90 % will not rival PE firms. That’s not what they’re set up for. That’s not the goal of most family offices. Again, it’s complexity management. Will some rival PE firms? Yeah. But again, you… Listen, I’ve seen some family office go out there and raise their party capital. When they do that, they’re not a family office anymore. They might have a component in there, but they’re private equity firms. What you’re getting at is private equity firms are raising a fund every couple of years. Can a family office do that? No, because once they do that, they will be a private equity firm. So PE by and large has an infinite capital source, as long as they are good at what they do, right? So with that said, you know, there’s a lot of entrepreneurs that are are post liquidity events have played in the direct investment space, they really wanna do it. They’re still young, right? They’re billers, operators created. They wanna do it from a different vantage point. They’re coming to a realization: “that w”We need to start a fund.” I really love that story because again, they’re founders and operators. They didn’t come from the financial ecosystem first to do this. So I think they’re putting a different spin on PE. I think it’s great for the PE industry as a whole, by the way. And I think, if you’re a founder or a business owner, you might have an easier time taking an equity investment from somebody like that, who’s known in that specific industry that they made their money in, who’s had to make payroll. And they probably have a different timeline than normal PE that’s looking to flip every three to five years. So I think as an investor, I think that would be an interesting investment opportunity, right? And so it’s like, okay, well, part of my PE allocation, you know, This might look interesting. I hesitate to make, you know, I’m not an investment person, so. Frazer Rice Great stuff. Mark, how do people find you and reach out? Mark Tepsich I’m on LinkedIn. I would attempt to just spell my name with my email address at ubs.com, but it’s very lengthy. You just hit me up on LinkedIn. But, Frasier, I appreciate the time. This was great. Frazer Rice I’ll have that in the show notes and as a final parting, we sort of listen to people say, the family space is getting loud. I’m not sure it is. I think the vendors are more loud than the family offices are. I don’t know what your experience is there. Mark Tepsich 100%, the family members themselves are still quiet. You don’t see them out there on LinkedIn. It is the ecosystem to your point around them that is getting loud, right? It’s LinkedIn. It’s like, you know, every time I’m on there, it’s like somebody’s got something to say about families, which is good. Again, if you think about every boom in history, they attract people, right? You could say the same thing about AI, right? But again, it’s become loud, but that’s the industry. It’s not the family offices themselves. Frazer Rice Great stuff. Thanks, Mark. Mark Tepsich Thank you, Frazer. Appreciate it. FAMILY OFFICE DEFINED MORE ON FAMILY OFFICE DESIGN WITH ED MARSHALL https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

Ria and Mack Story share how dealing with a boss you can't stand boils down to three core options: Quit and Find a New Job and a New Boss: How you quit reveals A LOT about your character. Will you shine or whine?Stay and Be Proactive: addressing issues head-on through open communication and personal development as you rise above the friction.Stay and Be Reactive: moaning, groaning, and whining without building any trust or increasing your influence.Proactive choices often earn respect, maintain relationships, and open doors, while reactive choices create friction, rupture relationships, and decrease your influence.#careeradvice #careertips #careeradvancement #successtips

Busy season does not have to define a CPA's entire year. In this episode of the AICPA Personal Financial Planning Podcast, Cary Sinnett sits down with Deb Meyer, CPA and founder of WorthyNest, to discuss her path from tax compliance to integrated financial planning. Deb shares why she merged her CPA firm and RIA, how advisory services changed her client relationships, and what CPAs should realistically expect when adding financial planning to their practice. The conversation covers leadership, delegation, client trust, pricing evolution, and the personal motivations behind making the shift. This episode is a must-listen for CPAs exploring advisory services and looking to create more sustainable, value-driven practices. Podcast episode takeaways: Advisory integration improves both efficiency and client experience. Bringing tax, accounting, and financial planning under one roof reduces friction, streamlines workflows, and allows CPAs to serve clients more holistically rather than in disconnected silos. Client transitions require patience and proactive engagement. Clients rarely move from tax compliance to full financial planning overnight. Trust is built over time, especially when CPAs shift from transactional work to year-round planning conversations. The move into planning is as personal as it is technical. Successful expansion into advisory services requires clarity around motivation, willingness to delegate, and acceptance that financial planning redistributes work throughout the year rather than reducing it outright. AICPA Resources: Video: Use your client's tax return to provide valuable financial advice Article: Enhancing tax practices with personal financial planning Video: Steps to add financial planning to your tax practice Article: Building a Financial Planning and Tax Advisory Business podcast series This episode is brought to you by the AICPA's Personal Financial Planning Section, the premier provider of information, tools, advocacy, and guidance for professionals who specialize in providing tax, estate, retirement, risk management and investment planning advice. Also, by the CPA/PFS credential program, which allows CPAs to demonstrate competence and confidence in providing these services to their clients. Visit us online to join our community, gain access to valuable member-only benefits or learn about our PFP certificate program. Subscribe to the PFP Podcast channel at Libsyn to find all the latest episodes or search "AICPA Personal Financial Planning" on your favorite podcast app.  

Ria and Kevol Graham join Chrystal Genesis for cocktails and conversation at Kokomo, their family-run, acclaimed Caribbean restaurant in Williamsburg, Brooklyn. Partners in life and work, the couple talk about opening Kokomo just before the Covid pandemic and building a hospitality business while raising three children in New York City. They discuss Caribbean food as layered and plural rather than singular, their approach to hospitality as an extension of family, and how community, multicultural identity, care, and creativity shape the Kokomo experience. Ria and Kevol reflect on blending Caribbean heritage with New York life, developing a menu connected to memory and experimentation, creating a space that brings people together, and how hospitality can function as a form of cultural storytelling. They also speak about the Kokomo Foundation and their fundraising efforts in support of Jamaica following Hurricane Melissa. This is a lively conversation about food, family, partnership, heritage, creativity and what comes next for Kokomo. If you like what you heard, please leave a review, subscribe, and explore more at stancepodcast.com and on socials @stancepodcast. Stance is Hosted by Chrystal Genesis and Produced by Etay Zwick. Referenced In This Podcast & Show Notes: Kokomo website Kokomo Foundation Kokomo IG

In this enlightening conversation, Ria Story shares her journey of overcoming personal adversity and her mission to raise awareness about sex trafficking. She discusses the myths surrounding trafficking, the signs to look for, and the importance of community involvement in prevention efforts. Ria emphasizes the need for open conversations about these uncomfortable topics and encourages listeners to take action in their communities to support victims and prevent trafficking.Want to connect with Ria or other organization we have mentioned during this episode? Click Below! Georgia Sex Trafficking Hotline: 1-844-842-3678Riastory.com Simply Report App

Building a firm that can thrive without its founders being constantly "on" requires far more than revenue growth. It takes intentional infrastructure, deep team trust, and long-term thinking. This episode explores how designing a business that doesn't depend on any single individual can create both freedom for the founders and stability for clients. Dennis Morton is the co-founder of Morton Brown Family Wealth, an RIA based in Allentown, Pennsylvania, overseeing $475 million in AUM for 275 households. Listen in as Dennis shares how his firm built the systems and team structure needed to allow both founders to take five-week sabbaticals without disrupting client service or slowing growth. We also discuss how socializing clients with the full advisory team strengthens their relationship with the firm as a whole, how strategic outsourcing and in-house specialization support scalability, and how hiring a dedicated marketing leader amplified his firm's brand visibility and lead flow. For show notes and more visit: https://www.kitces.com/471

Today on the podcast we welcome back Cullen Roche. He has a new book out called Your Perfect Portfolio: The Ultimate Guide to Using the World's Most Powerful Investment Strategies. Cullen is also the founder and chief investment officer of Discipline Funds, and he heads up Orcam Group, a registered investment advisory firm he established in 2012. Cullen started his career as an advisor at Merrill Lynch and worked at an event-driven hedge fund before starting his RIA firm. He received his bachelor's degree in finance from Georgetown University's McDonough School of Business. Cullen, welcome back to The Long View.BackgroundBioDiscipline FundsYour Perfect Portfolio: The Ultimate Guide to Using the World's Most Powerful Investment StrategiesPragmatic Capitalism: What Every Investor Needs to Know About Money and FinanceArtificial Intelligence, Bubbles, Bonds, and Rate Cuts“Three Things—Weekend Reading,” by Cullen Roche, disciplinefunds.com, Oct. 11, 2025.“Three Things—Bubbles, Paradoxes & QE,” by Cullen Roche, disciplinefunds.com, Dec. 12, 2025.“Three Things—Gold, Cuts and Divorces,” by Cullen Roche, disciplinefunds.com, Sept. 19, 2025.“Three Things—Where Did the Integrity Go?” by Cullen Roche, disciplinefunds.com, Aug. 21, 2025.“Bonds: It's Still Time to Chill (For a Little Longer Though),” by Cullen Roche, disciplinefunds.com, May 22, 2025.OtherDiscipline Funds' Tariff Tracker“Cullen Roche: What Tariffs Mean for Your Portfolio,” The Long View podcast, Morningstar.com, April 22, 2025.Bill BernsteinTaylor Larimore“The Case for a ‘Good Enough' Portfolio,” by Christine Benz, Morningstar.com, Oct. 27, 2025. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Hello and welcome to Handgun Radio! I'm your host Ryan Michad, Weerd Beard & Co from the wild woods of Central Maine and this is your home for all the news, information and discussion in the handgunning world!   This week, we talk the Kel Tec 5.7 Pistol with Weerd and Gwen!   Please check out the Patriot Patch Company for their awesome patches and other high quality  items! Visit www.patriotpatch.co for more information! Cool artist “proof” rendition come along with the latest patch of the month patches!    We are proudly sponsored by VZ Grips! Please go check out all their fantastic products at their website! VZ Grips!  -KFrame Magna Grips   Thank you to all our patreons! Visit us at https://www.patreon.com/handgunradio    Week In Review:    Ryan: -Bought my office Christmas gifts they will be fun! -Took my youngest to the movies for a birthday party at 8:30am! Saw Zootopia 2 and I browsed Wikipedia articles about US Involvement in WW2 and ate popcorn. -Had a 10” ham pizza….with the REAL ham. Flat. Not chunk like Dominos does.   -AK Sells at RIA for  $246,750 -Veera From Firefly Auction -PSA JAKL Bullpup -Pietta Starr DA   Gwen:   Weerd: Saw COMEADIAN Bob Marley last night   Drink Segment:  Xander Inspired Red Shirt Cocktail 1oz Campari 1oz Sweet Vermouth 1oz Islay Scotch like Laphroaig    Main Topic: The Kel Tec 5.7 Pistol   Gwen: Your background? -Pink Pistols Kel Tec 5.7 Pistol -Rotary Barrel -Stripper Clip Loading -Kel Tec's Grip Design  -Availability of 5.7 Ammo   Wrap Up: Don't forget to shop Brownells using our affiliate link! Head to firearmsradio.net and click the affiliate link in the upper right hand corner! Be sure to go like Handgun Radio on facebook and share it with your friends! Leave us a review on iTunes! Check out VZ Grips!  Listen to all the great shows on the Firearms Radio Network! Check out the Patriot Patch Company!! www.patriotpatch.co   Weerd where can people find you? Assorted Calibers Podcast,  Weer'd World   Gwen is at https://www.facebook.com/groups/2204691521   Oddball gunscarstech.com Assorted Calibers Podcast ACP and HGR Facebook Play screechingtires.wav   David Blue Collar Prepping Brena Bock Author Page David Bock Author Page Team And More Claus of War: Santa's Battle Chronicles Xander: Assorted Calibers Podcast Here so Ryan doesn't do a bad impression of me   Until next week, have fun & safe shooting!  

About fifteen years ago, I gave up the conversation around balance entirely. The word I use instead is integration, and in this holiday episode I share why that shift transforms how entrepreneurs experience everything from year-end deal closings to family obligations. In this holiday episode of the DealQuest Podcast, I share reflections on 2025, point to must-listen episodes, preview what's coming in 2026, and break down the integration mindset that has shaped my approach to business and life. WHAT YOU'LL LEARN: In this episode, you'll discover why the balance conversation creates unnecessary stress, the four episodes from 2025 worth revisiting, what's coming in January with my partner Brian Meegan, how designing where you live and which clients you take on become integration decisions, why great mergers have integration at their core while failed ones have integration problems, and how clarity creates filters for better decisions. MY INTEGRATION JOURNEY: Balance frames everything as separate competing demands pulling in different directions. Integration creates a lens where choices support multiple priorities simultaneously. Living in Marina del Rey serves integration. Fifteen minutes from LAX. Secure building. Walking my dog along the promenade during breaks. Cold brew moments on the patio before M&A negotiations. Every choice reduces friction. EPISODES WORTH REVISITING: Dave Hersh on Episode 381 delivered one of my favorite interviews ever, sharing hard truths about post-exit challenges through his inner board meeting framework. Bob Bush on Episode 377 told his remarkable journey from East St. Louis to founding Mutombo Coffee with the late Dikembe Mutombo. Jodi Hume on Episode 366 helps founders avoid the regrets that plague up to 85% of entrepreneurs after exits. Hikari Senju on Episode 354 offered a different lens on building AI companies through strategic bootstrapping. WHAT'S COMING IN 2026: January kicks off with my partner Brian Meegan joining to discuss what we're seeing in the deal landscape. Special series are planned diving deep into specific industries similar to our RIA aggregator coverage. KEY INSIGHTS: The great mergers and acquisitions have integration at their core. The ones that fail typically have integration problems. Choosing podcasting over a weekly column reflects integration thinking. This format feels like an extension of who I am rather than an obligation. When you have clarity about what integrates in your life, it creates a filter for decisions, just like whiteboarding sessions create filters for M&A clients. Perfect for entrepreneurs feeling pulled in too many directions, business owners heading into year-end closings, and dealmakers who want to understand how integration principles apply to M&A success. FOR MORE ON THIS EPISODE: https://www.coreykupfer.com/blog/holiday2025 FOR MORE ON COREY KUPFER https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00] - Introduction: Holiday wishes to the DealQuest community [02:00] - Episode recommendations: Four must-listen conversations from 2025 [04:00] - Dave Hersh Episode 381: Psychology behind successful exits "[05:00] - Bob Bush Episode 377: Global dealmaking and Mutombo Coffee [06:00] - Jodi Hume Episode 366: Avoiding post-exit regret [06:30] - Hikari Senju Episode 354: Strategic bootstrapping for AI companies [07:00] - What's coming in 2026 with Brian Meegan [09:00] - The integration versus balance conversation [11:00] - Designing life for integration: Marina del Rey example [14:00] - Integration in deals: Why great M&A has integration at its core [15:00] - Clarity as a filter for decisions [15:30] - Closing thoughts and gratitude Host Bio:Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. He is the creator and host of the DealQuest Podcast and managing partner of Kupfer PLLC. Show Description: Do you want your business to grow faster? The DealQuest Podcast reveals how successful entrepreneurs use strategic deals to accelerate growth. From mergers and acquisitions to capital raising, joint ventures, and strategic alliances, this show covers the full spectrum of deal-driven growth strategies. Related Episodes: Episode 381 - Dave Hersh: The Psychology Behind Successful Exits Episode 377 - Bob Bush: From East St. Louis to Global Dealmaking and Mutombo Coffee Episode 366 - Jodi Hume: Founder Regret, Exit Clarity and What Money Can't Buy Episode 354 - Hikari Senju: Building AI-Powered Companies Through Strategic Bootstrapping Episode 328 - Richard Manders: Scale Business Growth and Personal Freedom Episode 323 - Holiday Solocast: Taking Stock and Completing the Year Social Media Follow DealQuest Podcast: LinkedIn: https://www.linkedin.com/in/coreykupfer/ Website: https://www.coreykupfer.com/ Keywords/Tags: holiday solocast, integration versus balance, work life integration, best podcast episodes 2025, dealquest podcast, Corey Kupfer, M&A insights, post-exit challenges, deal-driven growth, Brian Meegan, 2026 preview

On this TCAF Tuesday, hear an all-new episode of What Are Your Thoughts with ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Downtown Josh Brown⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Michael Batnick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠! For more from special guest Sam Ro, check out: https://www.tker.co/ This episode is sponsored by Betterment Advisor Solutions and Rocket Money. Grow your RIA, your way by visiting: https://Betterment.com/advisors  Cancel your unwanted subscriptions and reach your financial goals faster with Rocket Money. Go to https://rocketmoney.com/compound today. Sign up for ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Compound Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and never miss out! Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://instagram.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/the-compound-media/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Josh Brown are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Income-focused investing may seem old-school in a world dominated by total-return portfolios and model ETF allocations—but for some retirees, predictable cash flow is the key to peace of mind. This episode explores how a differentiated investment philosophy, rooted in individual income-producing securities, can become a powerful engine for both client trust and firm growth. David Scranton is the CEO of Sound Income Group, an RIA based in Fort Lauderdale, Florida, overseeing $4 billion for 10,000 client households. Listen in as David shares how he constructs income-focused portfolios using combinations of what he calls "insured options" and "contractual securities", as well as high-dividend equity instruments with a focus on individual securities rather than mutual funds or ETFs. You'll learn how steady cash flow has led to greater client retention in down markets, David's "four keys" to attracting clients, and why narrowing his investment focus (and creating systems to implement it) has ultimately allowed him to serve more families. For show notes and more visit: https://www.kitces.com/469