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With Nick Hubert and Taylor Gentry—Founding Partners, Panoramic Capital Partners Jason Diamond speaks with Nick Hubert and Taylor Gentry of Panoramic Capital Partners about helping business owners align personal significance, wealth, and business value through a long-term advisory framework. In Summary Many advisors who work with business owners focus on managing wealth after it is created. Nick Hubert and Taylor Gentry argue that the greater opportunity is helping clients create, preserve, and align value long before a liquidity event occurs. In their conversation with Jason Diamond, the founders of Panoramic Capital Partners discuss how concepts borrowed from private equity – including accountability, reporting, capital allocation, and long-term planning – can help advisors become more valuable partners to entrepreneurs. The result is a different framework for advising business owners: one that places personal significance, personal wealth, and business value on equal footing and measures success over decades rather than by transactions. The Storyline Most business owners spend years aligning their companies around a mission, strategy, and long-term objective. Far fewer spend the same amount of time aligning their business, wealth, and personal lives around a common destination. Nick Hubert and Taylor Gentry believe that true alignment begins when business owners stop viewing those decisions separately. As founding partners of Panoramic Capital Partners, they have built a firm designed to engage earlier in the entrepreneurial journey. Their framework centers on helping business owners define a “north star” that balances three interconnected dimensions: personal significance, personal wealth, and business value. The conversation explores how that framework evolved from Taylor's experience in private equity and Nick's background in consulting and wealth management. Rather than viewing private equity solely as a source of capital or a transaction event, they examine what advisors can learn from the systems, reporting structures, and accountability mechanisms that private equity firms use to create value over time. Jason and his guests discuss why many business owners struggle to connect financial, operational, and personal objectives; how advisors can serve as a true personal CFO; and why alignment often matters more than maximizing the next transaction. The discussion also turns inward, examining how the same principles influence Panoramic's own growth decisions, their views on acquisitions and private equity investment within RIAs, and what the industry must do to attract the next generation of advisory talent.   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do many business-owner relationships begin too late? (13:10)Nick explains why focusing primarily on liquidity events can create misaligned incentives and why advisors may add greater value by engaging earlier in the wealth-creation process. What does Panoramic mean by a “north star” framework? (16:40)Taylor outlines the firm's approach to aligning personal significance, personal wealth, and business value into a unified planning and decision-making framework. How can advisors apply private equity thinking without becoming private equity investors? (18:11)Taylor describes how institutional reporting, accountability, and value-creation systems can help business owners improve outcomes regardless of whether a transaction ever occurs. Why did one client walk away from a successful deal? (19:45)Nick shares the story of a business owner who discovered that selling the company would solve the wrong problem and why redefining success led to a better outcome. Is private equity misunderstood by many business owners? (26:26)The conversation explores how private equity often functions as a “black box” and why advisors can help clients evaluate opportunities more objectively. How does Panoramic structure its pricing to reduce conflicts of interest? (30:52)Nick discusses the firm's effort to align compensation with client outcomes rather than asset gathering alone. Should RIAs pursue acquisitions and private equity capital? (32:20)Taylor and Nick explain how they evaluate growth opportunities through the same long-term framework they use with clients. What role will AI play in the future of advisory firms? (40:14)The discussion focuses on balancing efficiency gains and enhanced client experiences with the responsibility to protect client trust and security. Topics Covered Business-owner advisory models Personal significance, wealth, and value Entrepreneurial wealth creation Private equity frameworks Business value growth strategies Capital allocation decisions RIA business building Advisor compensation alignment Artificial intelligence in wealth management Next generation advisor talent Key Takeaways Many advisors focus on the liquidity event, while business owners often need guidance throughout the entire value-creation journey. The most effective business planning frameworks connect personal goals, financial objectives, and enterprise value rather than treating them separately. Private equity's greatest contribution may not be capital itself, but the systems and accountability structures used to create long-term value. Business owners frequently pursue an exit when the underlying issue is a misaligned relationship with their business, rather than a desire to stop owning it. Advisor compensation models influence behavior, making alignment between pricing and client outcomes increasingly important. Growth through acquisitions can be valuable, but only when it supports a firm's broader vision and long-term objectives. AI has the potential to improve advisor efficiency and client outcomes, but trust and security remain the non-negotiable constraints. https://youtu.be/_Fhic8CxtCs Quotable Moments “Growing businesses create value. The transaction is not the value creation event. The business itself is.” “The reality is that many entrepreneurs don't want an exit. They want a different relationship with their business.” “Private equity is often treated like a black box. Most people don't actually know what it is or how it works.” “The best thing I can do for my clients is still be in the seat 30 years from now.” FAQs How can advisors create more value for business-owner clients? Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. How does Panoramic Capital Partners work with business owners differently from a traditional wealth management firm? Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. What is the “North Star” framework discussed in the episode? The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. How can advisors apply private equity principles without working in private equity? The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. Why do some business owners choose not to sell their companies? According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. What are the advisors' views on AI in wealth management? They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Nick Hubert and Taylor Gentry argue that advisors can create greater value by engaging earlier in the entrepreneurial journey. Rather than focusing primarily on investments or eventual liquidity events, they discuss helping clients align business strategy, capital allocation, personal goals, and long-term wealth creation. Rather than focusing primarily on investments or eventual liquidity events, Panoramic seeks to partner with entrepreneurs throughout the business ownership journey. Their approach incorporates business strategy, value creation, capital allocation, and long-term planning alongside traditional wealth management services. The North Star framework serves as the foundation for Panoramic's advisory process. It helps business owners define long-term objectives across their personal lives, financial goals, and businesses, creating a shared reference point for major decisions over time. The discussion highlights how advisors can borrow many of the operational disciplines commonly used by private equity firms – including reporting systems, accountability structures, performance measurement, and strategic planning – to help clients create value regardless of whether a transaction ever takes place. According to Nick and Taylor, many entrepreneurs discover that they do not actually want an exit. Instead, they want a different relationship with their business. In some cases, improving management systems, leadership structures, and operational accountability can achieve that goal without a sale. They see AI as a potentially powerful tool for improving efficiency and enhancing client deliverables, while emphasizing that client trust, data security, and responsible implementation remain more important than being first to adopt new technologies. Related Resources Finding the Shortest Path to Excellence Can Be a Game Changer for AdvisorsDoing everything you can to deliver better service, drive growth, and achieve your goals faster can result in extraordinary benefits. Why So Many Successful Advisors Feel StuckThey've built thriving businesses. Strong production. Loyal clients. Growing teams. So why do so many successful advisors quietly wonder, “Why doesn't this feel as good as I expected?” This episode tackles the psychology of success and what comes after it. Top Tips for Setting Your Business Up for Success Years Before a MoveEven if a move is years away—or just a possibility—it's never too soon to start preparing. These insights will help you position your business and team for success, whenever the time is right. Guest Bios Nick Hubert is a Founding Partner at Panoramic Capital Partners, where he works with business owners, founders, and families on the integration of personal wealth and business decisions. His focus is on the moments where the two sides converge, growth, capital, liquidity, and long-term planning, and helping clients see the full picture in one coherent strategy. Nick began his career in investment banking in New York and management consulting in Seattle before moving into wealth management in 2016. He has also helped lead several commercial real estate development projects, giving him a hands-on understanding of how to build and maximize value in private investments. A native of Portland, Oregon, Nick lives there with his wife, Kaitlin. Outside of work, he’s usually backcountry skiing in the Cascades, cycling, or trail running across the Pacific Northwest. Taylor Gentry is a Founding Partner at Panoramic Capital Partners, where he works with business owners, executives, and families whose wealth is tied to illiquid assets, operating companies, real estate, and private investments. His role is to translate business performance into clear financial decisions and pressure-test those decisions before they become expensive or irreversible. Before Panoramic, Taylor spent his career in investment banking and private equity, and served as CFO at several operating companies. That blend of advisory and operating experience shapes how he approaches the work: focused on fundamentals, tradeoffs, and execution. At Panoramic, Taylor acts as a Personal CFO for clients, connecting business performance, personal balance sheet, and long-term planning into one coherent strategy. An Oregon native and University of Oregon graduate, Taylor lives in Missoula, Montana with his wife, son, and daughter.s NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing

Grow with us as we venture together through the correctional words that Paul delivers to the church in Corinth! Speaker: Pastor Benjamin RamosSeries: WE ARE THE CHURCH | Part 10: Should I Stay or Should I Go?Scripture: 1 Corinthians 7:1-16www.risechurchid.org

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and road map to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

 A listener  who scored at the low end of their range on two official attempts asks Ben and Nate if they should delay their June test. Ben and Nathan explain that scoring within your range, even at the bottom of it, is completely normal and advise the listener to keep studying as usual.Also in this episode- A law school offers scholarships before students even apply- A listener with a PhD, struggling to find employment, asks whether law school is the right next step- How a stay-at-home mom can approach a personal statementStudy with our Free Plan⁠⁠Download our iOS app⁠Watch Episode 560 on YouTubeCheck out all of our “What's the Deal With” segmentsGet caught up with our ⁠Word of the Week⁠⁠ library0:00 Understanding Your Range9:35 #thirstylawschools22:41 Unemployable. Should I Go to Law School?40:58 Update from Demon Alum55:50 Personal Statement for Stay At-Home Mom1:07:36 Test D Question – Trash bins1:30:25 What's the Deal with… University of Texas1:56:20 Word of the week – bonhomie

EPISODE SUMMARY  In this powerful and insightful episode, Vanessa Reiser sits down with Dr. Ramani Durvasula, one of the world's leading experts on narcissistic abuse and coercive control. They explore how public understanding of narcissistic abuse has evolved, particularly among younger generations who now have expanded language around gaslighting, love bombing, and coercive control. Dr. Ramani and Vanessa discuss the dangers of over-labeling, the limitations of "just leave" advice in complex situations, and how culture continues to reflect these toxic dynamics. Using the Epstein files as a lens, they examine grooming, enablers, epistemic power, and how unchecked power shapes harmful systems. Dr. Ramani shares practical harm-reduction strategies, the importance of healing in community, and the value of "climbing into the gray" without excusing harm. KEY TOPICS DISCUSSED  Youth and the New Vocabulary Around Narcissistic Abuse Therapy Shifts and Rebuilding Agency Culture Rewriting Old Narratives (Amy Fisher / Joey Buttafuoco Case) Epstein Files: Grooming, Enablers, and Institutional Betrayal Kids Facing Modern Horror and Pattern Recognition Power Sadism and Lack of Accountability Covert Narcissists Explained Avoiding Narcissists: Practical Tips Spotting Limits and Safe Disengagement Staying Anchored in Yourself Amid Chaos What Continues to Move Dr. Ramani Therapists "Getting It" – Progress and Gaps Wild Gaslighting Examples and Environmental Manipulation Epistemic Power Explained When the Narcissist Leaves and Smear Campaigns Supply Networks and Control Tactics Collective Healing Through Community Leaning Into the Gray Without Excusing Harm RESOURCES Dr. Ramani Durvasula's Books: Should I Stay or Should I Go? It's Not You Don't You Know Who I Am? You Are WHY You Eat Dr. Ramani's Podcast: Navigating Narcissism Connect with Dr. Ramani: Instagram: @doctorramani Website: doctor-ramani.com AND Dr. Ramani's therapist only program can be found here:   https://drramaninetwork.mn.co/therapistsonly Connect with Vanessa Reiser: Instagram: @vanessareiserlcsw Patreon: For exclusive bonus content and deeper discussions CONTENT WARNINGS This episode contains discussions of: Narcissistic abuse and coercive control Gaslighting and reality distortion Institutional betrayal and systemic power abuse Epstein-related allegations Emotional manipulation and trauma QUOTES TO REMEMBER "The truth doesn't need your permission to exist." — Dr. Ramani Durvasula "Even when the system fails you, your body still knows the truth." — Dr. Ramani Durvasula "Climbing into the gray doesn't mean excusing harm — it means refusing to live in black-and-white thinking that keeps us stuck." — Vanessa Reiser Disclaimer: This podcast is for mature audiences and is not a substitute for therapy, legal, or medical advice. Guest opinions are their own and don't necessarily reflect those of the host or affiliated platforms. Produced by Vanessa Reiser and music by Alex Productions "Once Upon a Time". #NarcissisticAbuseWithVanessaReiser #VanessaReiser #TellATherapist #CoerciveControl #DrRamani #NarcissisticAbuse

With Rafael Loureiro, Co-Founder & Chief Executive Officer, Wealth.com Rafael Loureiro on why estate planning is shifting from a static legal exercise to an AI-powered, advisor-led planning process. In Summary Estate planning has traditionally operated outside the core advisor workflow—handled through attorneys, revisited infrequently, and often disconnected from the broader client relationship. Louis speaks with Rafael Loureiro, Co-Founder and CEO of Wealth.com, about how AI is beginning to change that model. The conversation explores how advisors can use tools like Ester to surface planning gaps, stay ahead of client changes, and deliver a more continuous planning experience. For advisors, the broader implication is strategic: as investment management becomes increasingly commoditized, integrated planning and ongoing coordination may become a far more meaningful differentiator. The Storyline Most advisors already discuss estate planning with clients. The challenge is what happens next. In many cases, the process still moves outside the advisor relationship: clients are referred to an attorney, documents are created, and the estate plan becomes something revisited only after a major life event or liquidity event forces an update. Louis and Rafael explore why that structure is starting to break down. Rafael's own estate planning experience following the sale of Emailage to LexisNexis exposed how fragmented the process could feel, even for highly engaged clients working with sophisticated advisors. That experience ultimately became the foundation for Wealth.com and its AI-powered planning platform, Ester. The discussion focuses less on AI as a headline topic and more on how it changes advisor workflow in practice—from document interpretation and planning summaries to surfacing next actions and helping advisors stay proactively engaged as client circumstances evolve. For advisors thinking about the future of planning, the conversation raises a larger question: if financial planning itself becomes increasingly standardized, where does the next layer of differentiation come from? Topics Covered Continuous estate planning AI-powered advisor workflows com and Ester Advisor-led estate planning Family office-style client service Trust and estate attorney collaboration Estate planning for mass affluent clients AI agents in wealth management Dynasty Financial Partners integration Advisor differentiation beyond investment management > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Rafael decide to build Wealth.com? (06:04) Rafael explains how his own estate planning experience after a liquidity event exposed major disconnects between advisors, attorneys, and clients. Why did Wealth.com choose an advisor-led model instead of direct-to-consumer? (14:28) The platform was designed around the belief that advisors (not marketing campaigns) are best positioned to initiate estate planning conversations with clients. What does “continuous estate planning” actually mean? (20:13) Rafael describes a system where client life changes, tax events, and asset activity can trigger proactive advisor engagement rather than periodic document reviews. How does Ester move beyond document summarization? (32:30) The platform now identifies planning opportunities, prepares tasks and reports, and increasingly helps advisors automate portions of the planning workflow. Why are enterprise firms and large banks adopting platforms like Wealth.com? (24:57) Many firms were already producing estate planning summaries manually for ultra-high-net-worth clients. AI allows those capabilities to scale much more efficiently. How should advisors think about the role of trust and estate attorneys going forward? (26:50) Rafael argues that AI enhances – not replaces – the attorney relationship by improving efficiency and reserving more sophisticated matters for specialized legal expertise. What may differentiate advisory firms as planning becomes more commoditized? (38:02) The discussion points toward responsiveness, coordination, personalization, and deeper client integration as the next major competitive layer for advisors. Key Takeaways Rafael believes estate planning is shifting from a one-time legal exercise to a continuous planning process supported by AI and advisor engagement. Wealth.com was intentionally built as an advisor-first platform rather than a direct-to-consumer business. Ester's AI capabilities now extend beyond summarization into identifying planning gaps, surfacing opportunities, and preparing advisor workflows. Many firms are using estate planning as a way to deepen relationships and expand into more family-office-style service models. AI may allow advisors to serve more clients while maintaining a higher level of personalization and responsiveness. Trust and estate attorneys remain critical for complex situations, but AI can improve efficiency and help clients arrive better prepared. Advisors who fail to expand beyond investment management risk competing in an increasingly commoditized landscape. https://youtu.be/BDI6XbEz_4E Quotable Moments “When AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task.” “Investment management is becoming table stakes. Financial planning is becoming table stakes.” “Why does it have to be that way? Now with AI, why can we not have continuous estate planning?” “It is the intangibles.” “My goal is to empower the advisor.” Related Resources Human Intelligence in the Age of AI: Why Recruiters Still MatterArtificial intelligence can analyze firms and deals. It can't replace the insight and advocacy that help advisors make the right move. The Future of Prospecting: How AI Is Powering the Next Era of Advisor GrowthFINNY 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. Rafael LoureiroCo-Founder and CEO Rafael Loureiro is a technology entrepreneur and product-focused executive with more than 20 years of experience across startups, growth-stage companies, and Fortune 500 organizations. He is Co-Founder and CEO of Wealth.com, a leading estate and tax planning platform powered by proprietary AI and purpose-built for financial institutions. Under his leadership, Wealth.com has expanded into a comprehensive planning platform, embedding deterministic AI to deliver precise, auditable outcomes across estate and tax workflows. Prior to founding Wealth.com, Rafael served as Chief Technology Officer at Emailage, a global fraud prevention SaaS company acquired by RELX in 2020. He is a member of the Forbes Finance Council and has been recognized across the industry, including CEO of the Year honors and Forbes' Top AI Founders to Watch. Originally from France and raised in Brazil, Rafael now resides with his family in the Phoenix metro area. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com A conversation with Louis Diamond and Rafael Loureiro, Co-Founder & Chief Executive Officer at Wealth.com. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com. It’s a conversation with Rafael Loureiro, the firm’s Co-Founder & Chief Executive Officer. I’m Louis Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wire house, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned, and each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: In the wealth management world, estate planning has largely lived in a separate lane. It’s a topic advisors may raise with clients then hand off to an attorney and eventually a set of documents come back, filed away, rarely revisited, and often disconnected from the rest of the planning process. That structure has been in place for a long time and for the most part, it’s gotten unquestioned, but when you step back, it creates a gap between what do clients expect from their advisor and what actually gets delivered when it comes to estate planning. Rafael Loureiro, co-founder and CEO of Wealth.com, ran straight into the gap after a planning event of his own which should have been a coordinated process, felt fragmented, manual, and surprisingly opaque. And likewise, I recall the same type of disjointed experience in my own estate planning process. It’s experiences like these that became the starting point for building Wealth.com. What makes this story interesting isn’t just that they’re using AI but how they’re using it inside the estate planning process, and it’s how AI allows the model itself to change from a one-time legal event to something that evolves alongside the client, from static documents to a system that can actually interpret, update, and surface what matters, from a disconnected handoff to something the advisor can actively lead. In my conversation with Rafael, we get into how that plays out in practice, how tools like Ester move from summarizing estate documents to identifying gaps, to prompting next steps, and eventually preparing action on behalf of the advisor, because when AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task and starts to look more like a continuous part of the advice process. So let’s dive in. Rafael, thank you for coming on our show today. Rafael Loureiro: My pleasure, Louis. Thank you for having me here. Louis Diamond: Of course. Let’s jump in and in researching you and speaking to you in the past, I got to admit, you had a very different path into the wealth management industry probably than anyone I’ve ever interviewed. So can you walk us through your background briefly and early professional endeavors? Rafael Loureiro: Absolutely. The accent that you hear is Brazilian. So I’ve been in the US for 25 years. I’m a software engineer by trade, came here as a HMB, been involved with different companies over the years and then most recently before Wealth.com. I was a chief technology officer with a fraud prevention company, nothing to do with wealth management, but by selling that company, it’s how the Wealth.com story started. Louis Diamond: Perfect. And I was referring to also some of your early career endeavors even before founding your last company, if you’re comfortable sharing that. Rafael Loureiro: Yeah, absolutely. I’ve been involved with four different startups in different spaces. One of them was in, if you remember all the way back to 2008, the real estate prices, the first startup with foreclosures. So when houses went into foreclosures, me and my partner, we created a system to index that. I also had work on a photo album company. It became a lifetime business. It’s still running. I was the CTO and I did my share of consulting. I used to work for Accenture, Avanade, and then a home builder Fortune 500 companies. So I have a ton of experience in the technology space before Wealth.com. Louis Diamond: Perfect. And you mentioned the last business that you started that I believe sold to LexisNexis. Can you walk through what that business was? Rafael Loureiro: Yeah. So I did not start the business. I joined the business before Series A. The person that started the business, Rei Carvalho, he’s actually Wealth.com chairman. So the team is still together. The US, San Francisco, New York, offices in Sydney, Singapore, London. We serve clients like Coinbase, grew very fast and then got acquired by LexisNexis in 2020 during peak COVID. Think about, we literally signed the documents, popped the champagne on March 2020. No vaccine. Louis Diamond: Oh, my God. Rafael Loureiro: We literally popped the champagne and we all went back home to work from home because that was the guy that’s from LexisNexis. Through that experience, selling a company, one thing you usually do, it’s a big liquidity event and estate planning is always related to big moments. You get married, someone in your family die, you have a new kid, you have a liquidated event. So I work with a financial advisor. They’re amazing. They helped me with financial planning, wealth management, saved me a lot of money insurance. But when it was time to do the estate planning, Louis, my experience was, “Hey, Rafael, we always work with this lawyer, go talk to the lawyer.” And then it was a completely broken process. First, because it was COVID and I had to go see the lawyer face-to-face. That was weird right there. Second, because I was expecting the lawyer to know everything about me because my advisor knows everything about me, know about my life situation, know about liquid event, know about my kids, rental houses, everything and then the engineer. I know what I told the lawyer, but do I know for sure that everything I told the lawyer end up in the document? No, I don’t. Long story short, otherwise it is a long story, we’re having a virtual coffee. I don’t know if you remember everyone, big beard, long hair, everyone working from home, and then somehow all the Emailage C-level team and founders, the co-founders, we start complaining about state plan. Even another example, my chairman, the Wealth.com chairman, Emailage CEO, Rei Carvalho, he was like, “Hey, Rafael, I’m done with the summer heat in Arizona. I’m moving to Denver. I’m going for cooler weathers.” Literally the moment he moved to Denver, he gets a call from his estate planning lawyer, welcome him to Denver and saying, “Hey, we need to update your documents. “But I just spent thousands of dollars creating my documents.” “Yeah, but you live in a new state, you have to optimize your documents.” At that moment, Louis, we’re like, “Where there’s a problem, there is an opportunity,” and the company was born. Louis Diamond: I find the best company origin stories, it’s you have that, you have a personal experience or a moment where you have a realization that there’s a problem that you have that others might have as well, so let’s create a business around solving this problem. It was legitimately at that point, it wasn’t a long burn, we’re going to research, we’re really going to think about this, it was just all of the core team that was fortunate enough to have a big liquidity event were complaining and commiserating about a similar problem on estate planning and then that launched into, let’s build a company, let’s build a platform, a product to solve this problem? Rafael Loureiro: Yes and no. We saw the opportunity. We had just finished selling a company. It takes a lot from you and your family to create a company and to sell a company. Before we started a new company, we said, “Hey, look, we feel like there is something here, but let’s do the proper groundwork, make sure that the market is right, that there is a need that it’s not only us complaining about these.” I’m going to say that we spend a good three month, we have vision document together, doing a market research and then we got excited. Literally my wife who was not super excited in the beginning said, “You guys just sold a company. You’ve been racing 100 miles an hour for the last seven, eight years and you guys going to do this again.” But I love it. It’s part of my DNA. I love the challenge. I love to build and it is a big problem. When you look at the US market, 67% of the population don’t have estate planning. You have to ask yourself, why? Is that because it costs too much money? Is that because people don’t know enough about estate planning that they don’t do it? Is that because people don’t have to think about that? So the opportunity is there. We did the groundwork. We got the team together, at least some of our eight players. We went to Altus Capital, that’s the same venture firm that led the Emailage series B and we said, “Look, we have a vision, we have a team and we believe the market is ready for it. There is no dominant player and it is blue ocean.” And then they gave us the initial funding, them and my chairman, and then we went from having an idea to launching the product in May 2022. Louis Diamond: Wow, that’s amazing. Before we dive into the rapid growth and what the platform looks like, et cetera, can you just give us a quick overview of what Wealth.com looks like today? Who are you serving? Who are you selling to and where does it fit into an advisor’s value proposition or their advice stack, if you will? Rafael Loureiro: Absolutely. So Wealth.com we empower financial advisors to provide a family office experience to their clients starting with estate planning and tax planning. What I’m trying to solve, Louis, is my situation. I want my financial advisor to be the hub of my needs. So if the need is financial planning, wealth management, insurance, estate planning, tax planning, I need my financial advisor to be aware of all these verticals, right? Because I know if something happens to one of us, my financial advisor is my person. He or she’s going to get my call from my wife and say, “Hey, am I all right?” I want to empower the financial advisor with all the tools to provide that family office experience to their client. So that’s first, we started by providing doc migration. So think of this, you are mass affluent client, between half a million dollars all the way to 10 million dollars. You don’t have your revocable trust, your will, your power of attorney, your advanced healthcare directive, your guardianship documents. We do that. We create those documents. You go to the workflow on the Wealth.com platform if you have an advisor, I need to make that clear, we’re not direct to consumer business. You have to have an advisor. So you go to that workflow and at the end of the workflow, you get the documents. Those are legally optimized, all the documents. The document you get in California is going to be completely different from the document you get in New York, from the document you get in Florida. I just want to make that point clear. What we noticed, Louis, working with these advisors is if you look at the average advisor, if you look at his or her book of business, 80% is mass affluent. So think lawyers, doctors, firemen, 20% high net worth. Usually the high net worth clients, ultra-high network clients, they already have the documents. They already paid $20,000 to have those documents draft and we were not doing anything for them. So in 2022, we had that light bulb moment even before LLMs. OpenAI launched in 2022, we actually used the Bertha model before OpenAI, but I know I’m digressing. Let me get back here. So I was not doing anything for these high net worth, ultra-high net worth clients. So we had this idea, what if we use AI to read their existing plans, all their grants, LATs, all this sophisticated irrevocable trust, connect to all their assets and then provide a summary of everything they have in place? So that was the idea in 2022. Can we do it? And we did it and that became Ester and that became our family office experience. So just to summarize, we help the advisor clients regardless where they fall in the wealthy spectrum. They don’t have the estate planning documents, we create them. If they already have the estate planning documents, we use AI to read this documents, summarize them and provide insight and observations. “Hey, here are ways that you can optimize these documents.” That’s what we do. Louis Diamond: It’s so valuable. I wish I met you a month ago because I went through a very expensive estate planning exercise with an estate planning attorney and my own personal experience is exactly the same that you had. It’s expensive. I have no idea what I was signing. It was a long questionnaire and it wasn’t driven necessarily by my advisor. They gave me the idea to get updated estate plans, but it was a disconnected process. So this makes a ton of sense. I think let’s pull on the thread of being a direct to advisor company rather than trying to pull an end around the advisor and going directly to a consumer. Why was that an important design decision for you? Because I would assume the total adjustable market might be a little bit bigger if you’re going direct to a retail client that may or may not have an advisor versus going directly to a business, an RIA, a wealth management firm, et cetera. Rafael Loureiro: Yeah. What we notice working within these spaces, something triggers you to do your estate planning. I’m not going to ask why you decide to do yours now, but usually it’s related to death in the family, a kid going to college, you buy a new house, you have a new baby, you’re getting married, you get a divorce. Direct to consumer, you have to find the client at that moment for them to consider estate planning as an important thing to do. There’s actually surveys. I think Fidelity put a survey out, that says family is the main reason why people do estate planning. And the second reason is the advisor. So if you work with a financial advisor, most likely he or she’s going to make you do your estate planning. So we did not want to be on the direct to consumer place spending millions and millions of dollars in marketing. We’d rather spend millions and millions of dollars in AI and technology and serve the advisor and empower the advisor to have this conversation and go to you and say, “Hey, Louis, how is it possible that you don’t have your estate planning document? Let’s do this now.” And I know this is uncomfortable. There’s another survey that came out recently saying that some of the advisors don’t want to talk about that. It’s still a hard subject to approach, but we have to have this conversation. Louis Diamond: I would say it almost sounds like an advisor not wanting to talk about their fees. Let’s not talk about that because it’s uncomfortable and no one wants to hear about it. Rafael Loureiro: Oh, you have to have it because they saw a huge lack of education. For example, one thing that we come across all the time, and I know it’s minor, is kids going to college. “Oh yeah, my daughter’s going to college. I don’t have to do anything.” Yeah, you do. She needs an advanced healthcare directive because if you don’t have one and something happens to her, you cannot just go to the hospital and ask for information. They won’t give it to you. We need to educate our clients. We need to do a better job. And I think advisors play that role and we want to empower them to talk about estate planning and tax planning. Louis Diamond: It makes sense. It’s a brilliant strategy because instead of advisors selling against Wealth.com as like, “I can do better and I have a estate planning guy I can refer you to,” it’s you’re working alongside them and you rely upon the advisor to provide the education to be the trigger moment. And I know again, from personal experience, if my advisor didn’t suggest that I should update my estate planning documents because I moved states, I wouldn’t have done it. It’s not like a fun thing to do. It’s an expense, et cetera. So that makes a ton of sense. You’re partnering with the hub or the influencers, if you will, of who’s driving estate planning in this country. It’s a great strategy. Rafael Loureiro: And you said something very important and I want to highlight, the world is very different after COVID. Before COVID, some of these advisors, all their clients were in the same city. I had one estate planning lawyer to help my clients, right? But now with after COVID or during COVID, people moved. “Oh yeah, I’m not living in a farm. Oh, I moved to Montana. Montana is beautiful. I saw Landman or Yellowstone. Now I’m leaving Montana. Landman is in Texas.” How? Now you don’t have estate planning lawyer in Texas. You don’t have estate planning lawyer in Montana. With the right partnership with Wealth.com, now you can serve all your clients regardless where they are in the US because we are present in every jurisdiction and we have lawyers in every jurisdiction. So we empower you to serve clients regardless where they are in the US. Louis Diamond: Very cool. And how about the pricing model? You don’t have to say what it costs, but is it one license that a firm is buying on behalf of their entire client base or is there an incremental cost for each client? And I’m throwing a lot at you. And then third part of the question is, are you seeing advisors charge directly for the Wealth.com estate planning output or are folks wrapping it into their fee as just a value added service as part of their planning and comprehensive wealth management process? Rafael Loureiro: Very good question. My goal, our goal, has always been we want to make estate planning available, democratized estate planning, make it more accessible to the population. So the way we charge is we charge the advisor annual recurring fee. We do not charge per document. I want you to provide estate planning to all your clients. That’s our goal. I don’t want you to think, oh, but that’s going to cost me money. No, all your clients set them all up with estate planning. Are they charging? It depends. So the way I’m going to say this is, I’m going to say that 60% of my advisors are charging not for the documents because they’re not lawyers, they’re charging to help educate you on estate planning. You as a client, you have to go to the process yourself to get the documents. So that’s where an advisor would send an invitation to Wealth.com. You and your wife or your partner, you’re going to go to the workflow and you’re going to get the document at the end. But the advisor is going to set up a call with you, the advisor is going to help you collect the documents. The advisor is going to educate you why estate planning is important. And some of them are charging for this. Some of our advisors, more on the high net worth, alternate high net worth space, you already charge a very good fee to provide your service so they probably provide Ester output, I should say, as a value added service. It depends on the use case. Louis Diamond: Makes sense. So I’ve heard you talk in interviews about a major gap in estate planning between client expectations and what a client is expecting, hoping to get with estate planning, especially when it comes to interacting with their financial advisor and what is actually fundamentally delivered by advisors. So I’m curious, why is there a gap and why do you think that gap has existed for so long? Is it as simple as people don’t like talking about death and it’s expensive or is there a deeper answer? Rafael Loureiro: I think it’s all of the above and your experience is amazing. You pretty much, you are the typical client. You took long to do it. It costs you a lot of money. You’re now like, next time you have to do an update, you’re going to wait five to 10 years to do it because we spend thousands of dollars to get it updated. Why does it have to be like that? And now with AI, and that’s what I think is going to change a lot in the next five years, is why can we not have continuous estate planning? What I mean by that is work with your advisor. I have connection to all your assets. I have connection to CRM. I have connection to your bank account. If you give me access, I don’t need password, but you can actually connect all your assets, I have connection to the portfolio management platform. So as you live your life, as you get married, as you buy a property… You finally decide to buy a property in Tahoe, I get these pings and then I can empower your advisors to say, “Hey, go talk to Louis and say, hey, it’s time to update your estate plan.” Or a rental property outside your home state in California, you need to update your… Or he has just crossed a tax threshold or he just got married or he just had a new beneficiary. My goal is to empower the financial advisor to provide more and more value to this relationship. I’m not trying to replace the financial advisor, but I’m trying to empower him or her to give you more value so him or her becomes more critical for your relationship. Why people haven’t done estate planning I think is a lack of education, is the fear of the cost. “Oh, I have to talk to a lawyer. Oh my gosh, that’s going to cost me $5,000.” I want to make this easier. I want to make this simple. I want to empower the advisor to demystify estate planning and tax planning, make it more accessible, bring the estate planning more to the middle. What I mean by that is why is this estate planning exclusive to the high net worth, ultra-high net worth? Because in that space, 90% of the people have estate planning, 90% of the people. It’s the fear of the cost, I think, and then people don’t want to think about that. Louis Diamond: Yeah. I think that’s exactly right. Yeah. It very much sounds like it’s a win-win. It’s like a next best action type event where you’re giving an advisor on a silver platter a way to add value, which is what I think every advisor wants to do and then it’s a massive value add to the end client. My guess is you don’t have much friction in delivering those sorts of insights to advisors that they can then deliver to their clients. Rafael Loureiro: I would say if you’re not doing it, there is a big risk. You’re going to lose your clients to people that are doing it and they are providing the family office experience. Yeah. Louis Diamond: Yeah. What about the competitive landscape for Wealth.com, whether it’s other FinTechs that are attempting to do something in the space or even just the legacy advisor, the estate planning attorney in town or an advisor’s preferred T&E attorney. How do you think about the competitive landscape in the trust and estate world today? Rafael Loureiro: There are competitors. From day zero when we came in, there were competitors. I don’t see an incumbent. I think now we have became the incumbent. I think there is a segment of the market, just to paint a picture, one third of the advisors are going to retire in the next 10 years. So there is a segment in the market where to your point, they already work with a estate planning lawyer. That’s not a bad thing. They’re like, “Oh yeah, I get leads from this lawyer. My clients are all located in my neighborhood. I don’t need to provide out of state estate planning,” then we’re not going to get there.” But at the same time, if you look at our growth, we’ve been growing and that’s why we just raised a series B, our growth is out there to prove it, we’ve been tripling the company size every year. There’s a need, there’s a demand. Financial advisors are waking up. They are in a very competitive market. They need to provide more to the clients because I feel like investment management, it is becoming table stakes. Financial planning, it is table stakes. So what else can I offer my clients? And that’s why you see some advisory firms offering BillPay. I file your taxes. I’ll get your estate planning done. You got to differentiate yourself. We’re seeing the need. If you look at our penetration, we have now 2,000 firms on the platform and the firms go from independent, a small SMB advisor with one or two advisors in the office, all the way to the top three, three out of the top five banks in the US. We are there, right? Louis Diamond: Wow. It’s interesting. Let’s talk about that. So on the bank side, it’s typically not a segment that is ripe for technological disruption or external tools like this to come in and make a dent. How are banks and very large platforms thinking about Wealth.com? Is it a similar kind of buying journey or decision that an individual RIA or an individual advisor would make or is it a little bit different? Rafael Loureiro: It’s a little bit different. So without mentioning names, these banks, some of these banks that work with high net worth, ultra-high net worth clients, they were providing this summary report that Ester put together, they were, before Esther, but it was taking them 30 to 50 hours. All human labor to put one together, Excel, Visa, PowerPoint, 30 to 50 hours. Even to these very expensive, very wealthy clients, they were only doing once a year. “Hey, here’s your report.” “Oh yeah, but I just sold the house in St. Barts. Can I get a new update?” “No. Next year you’re going to get the update.” I’m not even kidding. It was serious. So they were doing the work, but it was all labor-intensive. Now with Wealth, a much better output, I should say, it’s take minutes. And instead of only reserving these to the very, very wealthy clients, now they can go downstream and offer this to their mass affluent clients and then high net worth clients. They’re all seeing the need. They’re all waking up because they were doing the work, but it was all labor-intensive, like I said, all manual before and they want to automate. Louis Diamond: Very interesting. I definitely want to spend some time talking about Ester. You mentioned it a few times, but before that, I’d say two very real strategic areas that a firm might take on when it comes to estate planning. The first one is a lot of very successful advisors, they cultivate amazing COI referral relationships with attorneys and usually the attorneys are T&E attorneys for obvious reasons. Have you gotten pushback or have you seen that because of Wealth.com, these advisors now are referring less business to these high-powered trust and estates attorneys and then they’re not able to grow their business as much in return. That’s one question if you can weigh in. Rafael Loureiro: I have not heard that. And just to clarify, I think with Wealth, having Wealth as part of your tool framework, you’re going to be able to serve more clients and still leverage your trust estate attorney. And I’ll explain how. For example, we know how to stay our lane. So let’s say you go into the workflow and as part of the workflow, you say, “Hey, I have a special needs child.” At that moment we say, “Stop. Let me put you in touch with a lawyer.” You can decide to use your own lawyer or you can use one of in our network. We have lawyers in every jurisdiction, but it’s up to you. We focus on the revocable trusts and the wealth. If your client requires something more sophisticated, you can still use Wealth.com to map out the client’s situation using Ester. You’re going to be able to see everything they have in place at that moment and then use your relationship, your trust and estate lawyer to make the document update. So I think what we are doing is reserving the most complex case for the trust and estate lawyer if a document needs update, but I don’t think you are breaking that relationship. That relationship will stay there and you’re still going to have that lead exchange, but I don’t have any numbers to answer your question. Louis Diamond: I think that makes sense. It’s not like with Wealth.com, at least not yet. It’s not like there isn’t a role for a T&E attorney and especially for more complex esoteric type situations, an advisor could still refer some of their relationships to a T&E attorney, but they’ll come armed with better information. And also with more clients getting involved with estate planning, there’s also conceivably more opportunities that they can refer out to an estate planning attorney in turn. Rafael Loureiro: Can I use that? You did a much better job than I did. Exactly. Exactly what you said. The difference is now your advisor, your clients are going to be much better informed, that they know exactly what they need from the lawyer. So yeah, 100%. Louis Diamond: Perfect. And then the other one, which is I’d say less commonplace, but it’s a trend. The trend, and you hit on it, that as investments are becoming commoditized or not as differentiated, advisors are being called on to offer more and more services, whether it’s tax preparation in-house or bill pay or picking up clients’ dry cleaning, et cetera. But I think a big area that I’ve seen firms invest in is an in -house trust and estate attorney. Do you think Wealth.com is taking some of the sizzle out of that in-house service or is it just different? Is it two different use cases? Rafael Loureiro: It’s two different uses cases and we actually sell to that use case where if you have your trust estate attorneys in-house, we actually leverage them and they become users on the platform. Going back to my previous answer, now with Wealth.com, you’re going to be able to serve more clients with estate planning. You can actually route some of the use cases back to your trust estate team through Wealth.com. They do whatever they have to do and then you’re able to serve more clients. An example, trust and estate lawyers, they had to read the documents before Wealth.com. They would spend countless hours reading a hundred-page documents. Now with Esther, we do the summarization. We show your trust estate team where all the information was extracted. So instead of reading one document per hour, you’re going to be able to read three documents per hour and visualize the client estate plan and be able to optimize it because we’ve provided insights and suggestions and then the trust and estate lawyer can provide their own and say, “Hey, no, I agree with this one,” or “I think we should also do this.” I think you’re going to optimize the use of your trust estate team. You’re not going to get rid of them. No. Louis Diamond: It’s more so you’re automating the high value differentiated work. It also kind of sounds like, I don’t know when eMoney or MoneyGuidePro came into the mainstream, but it’s almost a difference between a paraplanner for a firm, manually creating pie charts in Excel and PowerPoint and analyzing a bunch of stuff and then eMoney and MoneyGuidePro and NaviPlan and all these companies come about and all of a sudden a lot of the work is automated. And it’s not like a paraplanner is out of work. They just become the experts, the users of the platform and they can allocate their attention to higher value, more bespoke work rather than we’ll say more of the factory kind of below the line things that was taking up a lot of their time. Rafael Loureiro: Absolutely. I like to use the analogy of the shoemaker. In the past, the shoemaker would make one shoe. It would be a beautiful shoe, but he would make one shoe a week or every two days. Now you have specialized agents. All that agent does is read estate planning documents. All that agent does is enriching the documents with insight and observations and looking to all the legal law changes that happened recently. So now you’re able to still make the same high quality shoe, but just at a higher volume. And you have a lot of dedicated workers doing one thing and doing one thing extremely well. So my goal is to empower the shoemaker. My goal is to empower the advisor and with a thousand analysts, a thousand paraplanners. So just making my job more efficient. Louis Diamond: I love it. You fit in Ester a good bit. It seems fairly clear what Ester’s doing. Sounds like an amazing value add. Just given the pace of AI innovation and I don’t think anyone knows where it’s going, but what are you most excited about Ester being able to do either now or in the future and what’s the vision if you can project out a year, which seems like an eternity in AI time, what’s on the dream board for what Ester’s going to be able to do for your Wealth.com clients? Rafael Loureiro: As a technologist, I love this question. I see AI in three distinct phases. You had the first phase of Ester in 2022, 2023 when we launched, which was summaries. It was amazing summarizing data. Some of these clients, Louis, think about this, some of these clients, they have 13 documents in place. They had every type of irrevocable trust you can imagine plus a revocable trust in place. They had very complicated assets, very complex assets. So Ester was amazing in summarizing. That was phase number one. Phase number two is now being able to augment. You read the data, you see an opportunity and you create a task that’s right there in front of the advisor saying, “Hey, I think you should reach out to this client and include this report with some of these observations. Click this button if you agree.” You still involve the advisor, the human is still in the loop. And that’s what we are with Ester right now. We do that. We assess the data, we see the opportunity, we involve the advisor, advisor get involved and say, “Yes, let’s do this,” and click a button, an email is triggered, our report is attached. Here we go. The third phase and that’s coming next and very soon is now you have an agent acting on the behalf of the advisor. I still want to make sure, and I want to make this very clear, I don’t want to get myself in trouble, the devices always evolve, but you have all these specific agents, that’s tax planning agent, that’s the estate planning agent, work independently, connected to the world, extremely well-trained with thousands and thousands of documents that we’ve seen over the years, finding opportunities, creating the tasks, creating the emails, creating the report, having everything ready to go, just waiting for the advisor to say, “Do it.” And we do this enough to the point where the advisor is going to say, “All right, you don’t need my permission anymore to do this specific task. Go.” You connect to the IRS, you download the text transcript, you crunch to this data, you create a report and it’s ready to go. The other thing too is I want to be able, my goal in the next year, a year and a half, is I want to continue estate planning. Up to this point, estate planning has been exactly like you described. You go to a lawyer, you pay thousands and thousands of dollars and those documents start collecting dust in a shelf somewhere while you live your life. And being from this space, that’s not how it works. There is new legislation being passed OBBA became like you crossed tax threshold, you have liquidated events, you get married, you get divorced, you buy real estate property, so on and so forth and that document is already stale. Why does it have to be that way? Now with AI, now with the technology we have in place, it won’t be. I promise you. Louis Diamond: Very cool. That’s exciting. That sounds like the perfect evolution of AI from summary, just here’s something you can read quickly to suggesting action, to then taking action. It does seem like the flow that it’s been and I’m sure there’s 15 other flows from here that we don’t even know yet. Or you probably do because you’re in this, but for me, I can’t even imagine what phase four and five are going to look like for you. Rafael Loureiro: Yes, it’s exciting. Louis Diamond: Definitely is. I saw, when I was doing some research for this that Wealth.com announced a fairly major strategic partnership with Dynasty Financial Partners, embedding Ester into their Dynasty desktop. What do you think this partnership says about where the business is going and how do you expect advisors to really take advantage of this in practice? Rafael Loureiro: It was a new development. We’re super excited about the Dynasty Financial Partnership. Before, if you look at before this partnership, we would have to empower advisor one by one with a Wealth.com license. With this partnership with Dynasty, every advisor in the Dynasty family or using the Dynasty desktop is going to be able to use Ester. So they’re going to be furnished with an AI intelligence that they can ask any estate planning questions, they can get tax planning questions answered. They’re going to be able to upload their clients’ estate planning documents and get a summary with opportunities, with everything that they can do for those estate planning documents. I think it fits perfectly well for enterprise IRAs, wire houses, this solution. Instead of doing one by one, you can actually have AI for all your advisors at once answering their most basic questions and taking action. That’s literally like the agents I was trying to describe. So that’s just the first step in that direction and we’re super excited about this. Louis Diamond: Very cool. Let me ask you another one. So you said earlier that as investment management becomes more commoditized that advisors not only have to offer more services and provide more value, but they also have to differentiate from the advisor or the firm across the street to provide more family office services, if you will. But let’s say, and this will be great for you, Wealth.com becomes like air that everyone’s breathing. It almost becomes like financial planning tool, e-Money. It’s commonplace. Now it’s commoditized across the space, it’s not a differentiator anymore to offer financial planning. As Wealth.com expands more firms work with the platform, what do you think is the next layer or next level of differentiation that your clients then can point to if it’s no longer maybe a couple of years from now that we use Wealth.com that we help with estate planning? Rafael Loureiro: Wow, that’s an interesting one, and approach my wife and bring ideas and suggestions. For me, if I can make that happen where the financial advisor is helping with my taxes, so when it’s tax time, we just have to have a one-hour meeting and we’re ready to click a button and have everything done, that can help me with BillPay. And think about like high net worth and ultra-high net worth people where it becomes extremely complicated to do BillPay properly because you have to pay from the right account, from the right trust. If they can take this off my plate so I can focus 100% in my business and my family, it’s mission accomplished. If that means that they’re going to walk my dog to make this happen, I know I’m exaggerating here, but pick up my laundry like the example you use, I think you’re going to have to do this. That in my mind is how these financial advisors survive the AI revolution. It is that personal relationship. It’s knowing me well. It’s spending more time with me than once a quarter. And with AI, with the right AI, and I know AI, there’s a lot of smoke in this space and very little fire, but with the right agents, with the right workflows, one advisor is going to be able to serve more than a hundred clients. Because right now the ratio is a hundred clients per advisor, maybe you’re going to be able to serve like 200, 250 well. Serve them well, knowing them well, knowing them personally. I think that’s going to happen in the next couple of years. Louis Diamond: I think that’s right. It’s more so like the intangibles that an advisor has. Their secret sauce isn’t going to be necessarily we offer these seven things. It’s going to be, I really get you. I understand you. It’s the advisor’s personal relationship and empathy with that client and all the years that they’ve known them. And then it’s just using all these different tools to aid that relationship. It kind of sounds like that’s what you’re saying. It’s all the other stuff that advisors do that might be different today, over time, people catch up and that becomes commoditized similar to we offer financial planning and that’s a differentiator. Now it’s, if they don’t offer financial planning, it’s a problem. Rafael Loureiro: Yeah, 100%. You got it. Yes, it is the intangibles. That’s perfect. Louis Diamond: Okay. I got two more questions for you. What’s one thing you wish more advisors understood about estate planning that they still miss today? Rafael Loureiro: I think there is an education component. Just deploying Wealth.com and expecting is going to work with your clients. It’s not like that. You need to be willing to have the conversation like your advisor did it with you. You need to have the tough call and say, “Hey, are you ready? Do you have estate planning in place? Why not?” And then having that conversation. Louis Diamond: And I would imagine too, it’s also cool, I got all these documents so instead of it getting locked in the safe or locked in the drawer, it’s also incumbent on the advisor to explain the documents. “Hey, these are a bunch of stuff in here that whatever, we don’t have to get into, but here’s the four key things about this document that you should understand. The power of attorney we’ve nominated is your father-in-law. Your proceeds are going to get distributed one-third to your son, a quarter to your daughter,” et cetera. It’s going to be those things and translating the documents into real words that clients are going to understand. Rafael Loureiro: 100%. That is critical because I’m a software engineer, I’m not equipped to be reading a hundred pages document and trying to understand everything that’s there without … Now with AI, you can actually ask Claude to summarize and Gemini to summarize it, but that was not the case three years ago. So that education component is critical. And some of my advisors are actually very successful, I should say. A smaller firm in this case, I’m not going to say the names, I don’t have that permission to say their name, but they are actually doing these estate planning webinars as a lead generation. Because clients are curious about this. Sometimes if you don’t ask them, you’re never going to know, but they’re probably very curious about estate planning. They’re probably very concerned they don’t have the documents in place. Even the ones that have the documents, they’re probably concerned that they need an update and they haven’t done it. So by doing this webinar, they feel more comfortable just going to the event. They know they’re not going to be the center of attention and then asking a question or hear people asking questions. Some of my most successful clients are actually using webinar as a lead generation to explain state planning. Louis Diamond: It’s a great idea. It’s like you’re empowering the advisor to talk more about estate planning. It’s no longer this bugaboo that was too complex or not in their swim lane. It’s empowering them to lead with, it sounds like. Rafael Loureiro: 100% Louis Diamond: Amazing. And last question, if you were an ambitious advisor building a new firm from scratch today, what would you tell them to focus on to create a more durable, harder to replicate future-proof business? Rafael Loureiro: That’s a great question because the factory floor of a hundred years ago, is no longer work. If you have a chance to start from the beginning, it’s a new world. It’s a new world for companies like ours. Even for companies like ours that are in the bleeding edge of technology, everything is changing with AI. How I organize my teams is changing with AI. So I would say select Wealth.com. No, that’s … I’m kidding. I’m kidding, but yes, I’ll say select the right tools, use AI properly, it’s no longer a headcount game. I’m not saying you’re not going to need help, you’re going to need help, but make sure the tools are talking to each other because it is a new age. It’s an agent about speed, about being able to offer more service quicker, about increasing the relationship, the intangibles, to your point. It’s no longer once a quarter call to your clients. So if I had the chance to do everything again, if I had a chance even to start Wealth.com again, it’s different how you organize your team in this age of AI. AI is going to be bigger than the industrial revolution. Trust me, the shockwave is huge. To your point earlier in this call, we’re getting a big jump every month. It’s no longer every year, every month there is something new coming from AI. So if you start your firm again, select the right partners, select the right tools and then hit the ground running. Louis Diamond: Perfect. That’s amazing. Rafael, this has been so fun. I learned a ton from you. You just have a way of storytelling and I absolutely love the why behind Wealth.com, the personal experience that probably a lot of listeners have had as the light bulb moment. And instead of just complaining about it, you actually took action and now are creating the future of estate planning, empowering advisors to offer estate planning to their clients, getting more folks in this country set up with trust and estates and wills, et cetera. So I think it’s amazing what you’re doing and I’m very excited to continue to watch your success. Rafael Loureiro: Thank you. Thank you for the opportunities and just to do a final plug, estate planning, tax planning, stay tuned. There is more coming. Louis Diamond: There we go. Thanks so much. Rafael Loureiro: Thank you. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind it’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com A conversation with Louis Diamond and Rafael Loureiro, Co-Founder & Chief Executive Officer at Wealth.com. Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com. It’s a conversation with Rafael Loureiro, the firm’s Co-Founder & Chief Executive Officer. I’m Louis Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wire house, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned, and each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: In the wealth management world, estate planning has largely lived in a separate lane. It’s a topic advisors may raise with clients then hand off to an attorney and eventually a set of documents come back, filed away, rarely revisited, and often disconnected from the rest of the planning process. That structure has been in place for a long time and for the most part, it’s gotten unquestioned, but when you step back, it creates a gap between what do clients expect from their advisor and what actually gets delivered when it comes to estate planning. Rafael Loureiro, co-founder and CEO of Wealth.com, ran straight into the gap after a planning event of his own which should have been a coordinated process, felt fragmented, manual, and surprisingly opaque. And likewise, I recall the same type of disjointed experience in my own estate planning process. It’s experiences like these that became the starting point for building Wealth.com. What makes this story interesting isn’t just that they’re using AI but how they’re using it inside the estate planning process, and it’s how AI allows the model itself to change from a one-time legal event to something that evolves alongside the client, from static documents to a system that can actually interpret, update, and surface what matters, from a disconnected handoff to something the advisor can actively lead. In my conversation with Rafael, we get into how that plays out in practice, how tools like Ester move from summarizing estate documents to identifying gaps, to prompting next steps, and eventually preparing action on behalf of the advisor, because when AI moves from simply organizing information to helping drive decisions, estate planning stops being a periodic task and starts to look more like a continuous part of the advice process. So let’s dive in. Rafael, thank you for coming on our show today. Rafael Loureiro: My pleasure, Louis. Thank you for having me here. Louis Diamond: Of course. Let’s jump in and in researching you and speaking to you in the past, I got to admit, you had a very different path into the wealth management industry probably than anyone I’ve ever interviewed. So can you walk us through your background briefly and early professional endeavors? Rafael Loureiro: Absolutely. The accent that you hear is Brazilian. So I’ve been in the US for 25 years. I’m a software engineer by trade, came here as a HMB, been involved with different companies over the years and then most recently before Wealth.com. I was a chief technology officer with a fraud prevention company, nothing to do with wealth management, but by selling that company, it’s how the Wealth.com story started. Louis Diamond: Perfect. And I was referring to also some of your early career endeavors even before founding your last company, if you’re comfortable sharing that. Rafael Loureiro: Yeah, absolutely. I’ve been involved with four different startups in different spaces. One of them was in, if you remember all the way back to 2008, the real estate prices, the first startup with foreclosures. So when houses went into foreclosures, me and my partner, we created a system to index that. I also had work on a photo album company. It became a lifetime business. It’s still running. I was the CTO and I did my share of consulting. I used to work for Accenture, Avanade, and then a home builder Fortune 500 companies. So I have a ton of experience in the technology space before Wealth.com. Louis Diamond: Perfect. And you mentioned the last business that you started that I believe sold to LexisNexis. Can you walk through what that business was? Rafael Loureiro: Yeah. So I did not start the business. I joined the business before Series A. The person that started the business, Rei Carvalho, he’s actually Wealth.com chairman. So the team is still together. The US, San Francisco, New York, offices in Sydney, Singapore, London. We serve clients like Coinbase, grew very fast and then got acquired by LexisNexis in 2020 during peak COVID. Think about, we literally signed the documents, popped the champagne on March 2020. No vaccine. Louis Diamond: Oh, my God. Rafael Loureiro: We literally popped the champagne and we all went back home to work from home because that was the guy that’s from LexisNexis. Through that experience, selling a company, one thing you usually do, it’s a big liquidity event and estate planning is always related to big moments. You get married, someone in your family die, you have a new kid, you have a liquidated event. So I work with a financial advisor. They’re amazing. They helped me with financial planning, wealth management, saved me a lot of money insurance. But when it was time to do the estate planning, Louis, my experience was, “Hey, Rafael, we always work with this lawyer, go talk to the lawyer.” And then it was a completely broken process. First, because it was COVID and I had to go see the lawyer face-to-face. That was weird right there. Second, because I was expecting the lawyer to know everything about me because my advisor knows everything about me, know about my life situation, know about liquid event, know about my kids, rental houses, everything and then the engineer. I know what I told the lawyer, but do I know for sure that everything I told the lawyer end up in the document? No, I don’t. Long story short, otherwise it is a long story, we’re having a virtual coffee. I don’t know if you remember everyone, big beard, long hair, everyone working from home, and then somehow all the Emailage C-level team and founders, the co-founders, we start complaining about state plan. Even another example, my chairman, the Wealth.com chairman, Emailage CEO, Rei Carvalho, he was like, “Hey, Rafael, I’m done with the summer heat in Arizona. I’m moving to Denver. I’m going for cooler weathers.” Literally the moment he moved to Denver, he gets a call from his estate planning lawyer, welcome him to Denver and saying, “Hey, we need to update your documents. “But I just spent thousands of dollars creating my documents.” “Yeah, but you live in a new state, you have to optimize your documents.” At that moment, Louis, we’re like, “Where there’s a problem, there is an opportunity,” and the company was born. Louis Diamond: I find the best company origin stories, it’s you have that, you have a personal experience or a moment where you have a realization that t

That pacing back and forth — physically or mentally — before you make a big career decision? The pros and cons list running on repeat in your head? The tightening in your body every time you think about what's next for you professionally for fear of being wrong about it?Let's get you to be more clear headed so that you can make a bold move with confidence.In this episode, Claudia-Sam addresses the space between knowing and doing. That suspended, bracing, in-between place where fear starts scanning for every reason it won't work out for you to make a bold career move and just trust your initial gut.Claudia-Sam gets real about what's actually happening in that moment of indecision: why your body contracts, why the ego hijacks your gut feeling with "but what if I'm wrong?", and why making a career decision from that tense, suspended place will never give you the whole-body YES you're looking for.She also shares her own story of moving to New Zealand — the lost passport, the immigration mistakes, the four-year process — and the moment she had to decide whether a hurdle was a reason to quit or just a little rock in the road.This episode is for the woman who's been hiding her genius behind what's expected of her at work, who's exhausted from not feeling in her element, and who's ready to stop letting the need for proof keep her from the bold move she already knows is hers.Get your hands on Should I Stay or Should I Go? as your first step out of the indecision. Instantly access the Career Crossroads Clarity method so that you can, within 75 minutes, confidently back up your Soul's desire to stay, quit, pivot, or launch. 

+++ Infos zu unseren Sponsoren, Links zu Rabattaktionen etc.: lnkfi.re/einfachganzleben +++ Fühlst du dich in deiner Beziehung festgefahren oder steckst gar in einer handfesten Krise? Hast du das Gefühl, ihr lebt nur noch nebeneinander her? Fehlt die Leidenschaft, und der Zweifel an der Partnerschaft nagt an dir? Besonders Frauen in der Lebensmitte stellen sich oft die Frage: War das schon alles oder kommt da noch was? Soll ich gehen oder bleiben? Die Paartherapeut:innen Dagmar Kieselbach und Thomas Hallet sind selbst seit über 30 Jahren verheiratet. Im Gespräch mit Jutta Ribbrock regen sie zu Beziehungs-Fragen an, die dabei helfen können, ehrlich Bilanz zu ziehen. Anhand von aufschlussreichen Fallbeispielen aus ihrer Praxis und konkreten Hilfestellungen zeigen sie Wege auf, wie wir unsere Beziehungen wieder mit Leben füllen können – oder woran wir erkennen, dass es Zeit ist, loszulassen und über eine Trennung nachzudenken.Zum Weiterhören und Stöbern:hallet-kieselbach.deDagmar Kieselbach und Thomas Hallet, Should I Stay or Should I Go? 20 Fragen an deine Beziehung (Buch und Hörbuch)Should I Stay or Should I Go – Die Playlist zum Buch (open.spotify.com)Die Titelmelodie dieses Podcasts findet ihr auf dem Album balance moods – Ein Tag in der Natur.Noch viel mehr Tipps zu einem bewussten Lebensstil findet ihr auf einfachganzleben.de.Besucht uns auch bei Facebook und Instagram.Ihr habt Fragen, Lob, Kritik oder Anmerkungen? Dann meldet euch auch gern per Mail: einfachganzleben@argon-verlag.deIhr könnt Jutta auch direkt schreiben: jutta@juttaribbrock.deUnd ihr findet sie bei Instagram: @jutta_ribbrock Hosted on Acast. See acast.com/privacy for more information.

Are you the reliable one at work — the person everyone turns to, who always fixes the problems, but secretly feels exhausted and stuck?In this episode, Claudia-Sam breaks down the hidden chaos–fixing–accomplishment loop that keeps high-achieving women trapped in soul-sucking careers. You'll learn why constantly being needed feels so good (and so costly), how busyness tricks you into thinking you're safe, and why your identity cannot be built on what you achieve.Claudia-Sam shares client success stories and invites you into Should I Stay or Should I Go, a 6-step process to help you stop being bullied by “the reliable one” inside you — and start making Soul-led career decisions that actually light you up.DM Claudia-Sam telling her "I'm The Reliable One" on Instagram or Facebook Messenger to get on the waitlist for this insurance policy against career regret. Or send her an email to cs@claudiasamsoulcoaching.comConnect with Claudia-Sam, and join the conversation by leaving a 5-star review of the podcast.

Most women I know have asked some version of this question at some point in their primary relationship. And if you haven't, you almost certainly have a friend who has. In this episode, I sit down with Karyn Spetz — a licensed clinical social worker and certified relationship coach — to talk honestly about what's really happening beneath the 'should I stay or should I go?' question. Not the dramatic version. The quiet, lingering, exhausting version that a lot of women carry alone for way too long. This conversation isn't about pushing anyone to leave or convincing anyone to stay. It's about clarity, self-trust, and learning to come back to yourself when everyone around you has an opinion on what you should do next. As a business coach, I can tell you — I have not had a single client whose primary relationship wasn't part of the conversation at some point. How we show up inside our most important long-term relationship shapes everything else: our confidence, our clarity, and our capacity to build something. This one matters. If this is you right now — welcome. And if it isn't, go ahead and send this to a girlfriend who needs it.   WHAT YOU'LL LEARN Why personal growth so often triggers the should I stay or should I go question Why the second-guessing loop doesn't mean your instincts are broken How the "good girl" pattern keeps women silent — and what it quietly costs them Why the conversations we're not having with our partners may be the most important ones of all How to start rebuilding self-trust so you can move forward with clarity   KARYN'S 6-WEEK PROGRAM If this conversation is speaking to you, Karyn's intensive six-week program — Should I Stay or Should I Go? — is built for exactly this moment. It's designed to help you reconnect with yourself, stop the second-guessing, feel more confident, and know your next steps one way or another. No guilt, no pressure, no agenda. Learn more here: https://sarahwalton.com/should-i-stay-or-should-i-go CONNECT WITH KARYN SPETZ Website: https://abetterrelationshipcoaching.com Facebook: https://www.facebook.com/profile.php?id=61573972910829 Instagram: https://www.instagram.com/abetterrelationshipcoaching YouTube: https://www.youtube.com/@abetterrelationshipcoaching   ABOUT KARYN SPETZ Karyn Spetz is a licensed clinical social worker and certified relationship coach who specializes in helping women who are questioning their marriage or long-term relationship and don't know if they should stay or go. Drawing on her own life experiences, her professional training, and nearly 16 years of her own marriage, Karyn guides women through the process of reconnecting with themselves so they can move forward from a place of clarity, confidence, and self-trust — without guilt, pressure, or agenda.   READY TO BUILD A BUSINESS THAT SUPPORTS YOUR LIFE? Book a free 15-minute call with Sarah to talk about where you are in your business and see if working together feels right. Schedule here: https://app.acuityscheduling.com/schedule.php?owner=13047670&appointmentType=34706781   FREE GIFT FROM SARAH Get Sarah's Freedom Calculator and discover how much your business needs to make to finally be free. Download at https://sarahwalton.com/freedom   LEARN FROM SARAH Explore Sarah's online courses and free resources to start building your business with confidence. Online Courses: https://sarahwalton.com/online-courses Free Resources: https://sarahwalton.com/free-resources   CONNECT WITH SARAH Website: https://sarahwalton.com/podcast YouTube: https://www.youtube.com/@TheSarahWalton Instagram: https://instagram.com/thesarahwalton   ABOUT SARAH WALTON Sarah Walton is a business coach, podcast host, and mentor who helps women entrepreneurs build businesses they love. Her mission is simple: to put more money in the hands of more women. She's the creator of the Abundance Academy, The Art of Receiving, and the Game On Girlfriend® podcast. Sarah teaches authentic, heart-centered business strategies because when women have more financial power, they don't just keep it — they use it to take care of their families, support their communities, and build something bigger than themselves.   RELATED GAME ON GIRLFRIEND® EPISODES YOU'LL LOVE Episode 263: How Your Nervous System Shapes Your Money Habits with Stephanie Crochet — https://sarahwalton.com/nervous-system-regulation/ Episode 253: Ready to Reinvent Yourself? A Conversation with Anita Rombough — https://sarahwalton.com/reinvent-yourself/ Episode 246: How to Let Go of the Bully In Your Brain with Allison Guilbault — https://sarahwalton.com/negative-self-talk/   LOVE THE SHOW? LEAVE US A REVIEW! Thank you so much for listening. I'm honored that you're here, and I'd be grateful if you could leave a quick review on Apple Podcasts by clicking here, scrolling to the bottom, and clicking "Write a review." Your reviews help other women entrepreneurs find the show and get the support they need to build businesses they love. Thank you for being part of the Game On Girlfriend® community! (If you're not sure how to leave a review, you can watch this quick tutorial.)  

This solo episode is going to explore a fear that many of us carry inside our intimate relationships but rarely say out loud: the fear of settling. What is it? Where does it come from? And most importantly, what does it cost us? Dr. Alexandra will offer you a reframe that is both clarifying and hopeful. We are going to reimagine what acceptance actually means – not as a passive giving-up, but as one of the most powerful and underrated tools available to us in love.  In this episode, you will hear about: The cost of comparison and how to shift from external comparison to internal reflection. How the word “settling” is working against you. What Acceptance is and is not, and how to determine whether you are acting in the spirit of acceptance or resignation. How to tend to the grief that is often built into Acceptance. Grab a pen and paper! Dr. Alexandra has included a writing exercise in this episode, designed to guide you towards acceptance - both of yourself and your partner. Resources worth mentioning from the episode: Reimagining Love episodes: Relational Ambivalence: Should I Stay or Should I Go? Part 1 https://dralexandrasolomon.com/podcasts/relational-ambivalence-should-i-stay-or-should-i-go-part-1-rerelease/ Relational Ambivalence: Should I Stay or Should I Go? Part 2 https://dralexandrasolomon.com/podcasts/relational-ambivalence-should-i-stay-or-should-i-go-part-2-rerelease/ Inviting a Reluctant Partner into Relationship Work https://dralexandrasolomon.com/podcasts/inviting-a-reluctant-partner-into-relationship-work-re-release/ “I Think I've Outgrown My Relationship!” https://www.dralexandrasolomon.com/podcasts/i-think-ive-outgrown-my-relationship Is There an “Effort Mismatch” in Your Relationship? https://www.dralexandrasolomon.com/podcasts/is-there-an-effort-mismatch-in-your-relationship Continue the conversation with Dr. Alexandra Solomon: Ask a question! Submit your relationship challenge: https://form.jotform.com/212295995939274 Access Resources, like quizzes and courses: https://www.dralexandrasolomon.com/resources Order Dr. Alexandra's book, Love Every Day: https://bookshop.org/p/books/love-every-day-365-relational-self-awareness-practices-to-help-your-relationship-heal-grow-and-thrive-alexandra-solomon/19970421?ean=9781683736530 Cultivate connection by subscribing to Dr. Alexandra's Loving Bravely newsletter: https://newsletter.dralexandrasolomon.com/ Learn more on IG: https://www.instagram.com/dr.alexandra.solomon/ Join Esther Perel's annual clinical conference Sessions Live 2026! Learn in person in Brooklyn, New York or virtually on May 15th and 16th. Use code SOLOMON50 for $50 off a virtual ticket or SOLOMON100 for $100 off in-person. Get your tickets at https://sessionslive2026.estherperel.com/Learn more about the Options Transition to Independence Program which offers education, vocational, independent living, and emotional support for young adults with complex learning needs. https://www.experienceoptions.org/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Show Notes Right, here we go. In this episode, Andrew and Dr. Sam tackle 'Foreign Music'—which is basically just a fancy way of saying 'songs where we don't understand the words'. We kick things off with an enormous tube of lube and some fizzy water that's apparently trying to destroy Andrew's teeth. The lads dive into the archives to discuss why the British are so terrified of music that isn't in English, the mystery of Joe Strummer's 'garbled nonsense' Spanish on 'Should I Stay or Should I Go', and the revelation that Plastic Bertrand was basically a French Milli Vanilli on a trampoline. Dr. Sam tries to bring some 'academic' weight to the proceedings by reading high-brow philosophy about repetition, while Andrew just wants to talk about Nena's bass player and why subscription underpants are a recipe for disaster. Expect tangents on Star Trek moral codes, stealing cars you can't drive, and the universal truth that everyone eventually gets 'yogurt chucked up' at them. Riffs of the Week Dr Sam's Riff: Elvin Jones - 'The Prime Element' Andrew's Riff: Rebekah - 'Synthetic Collapse' Dr Sam's Track Choices The Clash - 'Should I Stay or Should I Go' Magma - 'Hortz fur dehn stekehn west' Pixvae - 'La Fuga' Mc Solaar - 'Qui seme le vent recolte le tempo' Andrew's Track Choices Plastic Bertrand - 'Ca plane pour moi' Blur - 'To the End (La Comedie)' Serge Gainsbourg - 'Bonnie and Clyde' Nena - '99 Luftballons' Email us: beatmotel@lawsie.com

In dieser Folge spreche ich mit Dagmar Kieselbach. Sie ist Diplom-Sozialarbeiterin, Journalistin und systemische Paartherapeutin und führt gemeinsam mit ihrem Mann Thomas Hallet eine Paartherapiepraxis in Köln. Das Besondere: Die beiden beraten Paare immer gemeinsam – aus zwei Perspektiven und mit der Erfahrung einer langjährigen eigenen Beziehung.Bleiben oder gehen – Should I Stay or Should I Go? So heißt auch ihr neues Buch. Kaum eine Frage ist so existenziell für eine Beziehung. Und gleichzeitig so tabu.Wir sprechen über genau diesen Moment: Wenn Zweifel auftauchen, Routinen zu eng werden oder sich das Leben plötzlich verändert.Es geht um Mikroveränderungen, die Beziehungen stärken – und um Ehrlichkeit sich selbst und dem Partner gegenüber. Und auch um die Frage, wann es besser ist zu gehen, statt nur weiterzumachen.Mehr zu Dagmar Kieselbach und Thomas Hallet:www.hallet-kieselbach.deDagmar Kieselbach & Thomas Hallet bei InstagramShould I Stay or Should I Go? – 20 Fragen an deine Beziehung (Buch)Mehr zu Ildikó von Kürthy:www.ildikovonkuerthy.deIldikó von Kürthy bei Facebook und Instagram(Hör-)Bücher von Ildikó von Kürthy:Eine halbe Ewigkeit (Buch und Hörbuch)Mondscheintarif (Buch und Hörbuch)Morgen kann kommen (Buch und Hörbuch)Es wird Zeit (Buch und Hörbuch)Weitere Bücher und Hörbücher Hosted on Acast. See acast.com/privacy for more information.

In this episode, Mark reads Chapter Nine: “Should I Stay or Should I Go?” of his new book ‘The Shadow of The Wolf' - the sixth book in his The Wolf and The Vampire book series, which focuses on the mother, daughter, wife, werewolf Olivia Hunter - published February 2, 2026.What's it about?Two Wolves Collide.Sister and brother,Olivia Hunter and Mark Mayweather -separated from one another all their lives -are once again drawn together;however, their reunion does not unfoldas they hoped it would,and as a result they find themselveson opposite sides of a life and death strugglethat will expose who they are, what they are,and what kind of a werewolf they both are.And witness the reunificationand the reckoning of the relationshipof Olivia Hunter and Vega - The Vampire King.Will their love survive the battle being foughtbeneath The Shadow of The Wolf?The Shadow of The Wolf is available to buy from Amazon here: https://amzn.eu/d/5p8DJJF

Title: Should I Stay or Should I Go?Speaker: Ransom KentScripture: Philippians 1:18b-26Date: Mar 29, 2026

Send us Fan MailDiscernment Counseling: Should I Stay or Should I Go?Solving Disconnection Podcast with Jason PolkGuest: Lana Isaacson, Licensed Couples Therapist (CO & MA), Certified EFT TherapistEpisode SummaryJason and Lana explore discernment counseling — a short-term, evidence-based process designed for couples on the brink of divorce or separation, where one partner is "leaning out" and the other is "leaning in."Timestamps0:00 — Introduction & guest overview2:20 — What is discernment counseling?2:33 — The leaning out vs. leaning in dynamic4:07 — Up to 5 sessions: how the process works5:09 — Does discernment counseling involve both partners?5:59 — What happens in the first session6:40 — Does the counselor have an agenda?9:44 — Top reasons couples consider divorce today10:58 — Growing apart: the #1 cause14:21 — What does success look like in discernment counseling?29:23 — The personal agenda for change34:04 — "Divorce is never an emergency" (Bill Doherty)36:12 — Research outcomes: the 3 paths (53% / 31% / 16%)44:52 — Script for the leaning-out partner: how to start the conversation46:29 — Script for the leaning-in partner: how to respond50:23 — Avoiding "half-hearted" couples therapy53:50 — Active affairs: how discernment counseling differs from couples therapy58:53 — How to get started: clarity call with LanaNotable Quotes"Success isn't whether a couple decides to stay together — it's whether both partners learned something really valuable about their relationship and themselves.""Divorce is never an emergency." — Bill Doherty"The natural drift of contemporary married life… is toward less spark, less connection, less intimacy." — from Take Back Your Marriage by Bill DohertyResources MentionedTake Back Your Marriage by Bill DohertyLearn more about Discernment Counseling at Colorado Relationship Recovery.Learn more about our core offering of Couples Therapy in Denver.

Transfiguration Sunday - Pastor Jeff Ruby gives the message titled, 'Should I Stay, or Should I Go?' based on

Zu den Paartherapeuten Dagmar Kieselbach und Thomas Hallet kommen häufig Paare in die Beratung, die in einer großen Krise stecken. Obwohl jeder Mensch und somit auch jedes Problem individuell ist, gibt es Streitpunkte und Fragen, die sich in vielen Beziehungen ähneln. Ihre Erfahrungen aus ihrer täglichen Arbeit haben beide nun in dem Ratgeber „Should I Stay or Should I Go?“ zusammengetragen. Anhand von 20 Fragen geben sie praxisnahe und hilfreiche Tipps für alle, die ihre Beziehung besser verstehen und bewusst gestalten möchten: Wie gut funktionieren wir noch miteinander? Welche Erwartungen tragen wir in uns? Was hat sich verändert – und warum? Wie kann Verbindung wieder wachsen? Im Gespräch mit Anne Burgmer erzählen sie in "Talk mit K", wie man festgefahrene Muster erkennt, wieder in einen lebendigen Austausch findet und die Beziehung neu belebt. Dabei betonen sie: Beziehungskrisen sind kein Scheitern – sondern oft ein Wendepunkt, an dem Entwicklung, Neubeginn und emotionales Wachstum möglich werden.

Should I Go?

Here is the playlist for the 01/05 episode of the Seventh House. Enjoy!Stranger Things Soundtrack- Running Up That HillSeal- CrazyIcehouse- CrazyBilly Thorpe and the Aztecs- Most People I KnowQueen- Stone Cold CrazyUtopia- You Know You Make Me CrazyWas (Not Was)- Crazy WaterPeter Gabriel- Playing for TimeSpock's Beard- Strange WorldDavid Gilmour- Luck and StrangeElectric Light Orchestra- Strange MagicDeep Purple- Perfect StrangersPorcupine Tree- Stranger by the MinuteFish- Favourite StrangerCream- Strange BrewYes- Final Eyes (the tradition continues.....)Midnight Oil- U.S. ForcesMidnight Oil- Short MemoryUmphrey's McGee- Bright Lights, Big CityAndrew Latimer- City LifeThe Blue Nile- The Downtown LightsPrince- When Doves CryThe Clash- Should I Stay or Should I Go?Fleetwood Mac- LandslideKate Bush- Running Up That Hill (a Deal With God)Metallica- Master of PuppetsPrince- Purple RainDavid Bowie- Heroes

https://bbvproductions.co.uk/products/Faction-Paradox-The-Confession-of-Brother-Signet-AUDIO-DOWNLOAD-p389922366 The first season of the American science fiction horror drama television series Stranger Things premiered worldwide on the streaming service Netflix on July 15, 2016. The series was created by the Duffer Brothers, who also serve as executive producers along with Shawn Levy and Dan Cohen. This season stars Winona Ryder, David Harbour, Finn Wolfhard, Millie Bobby Brown, Gaten Matarazzo, Caleb McLaughlin, Natalia Dyer, Charlie Heaton, Cara Buono, and Matthew Modine, with Noah Schnapp, Joe Keery, and Shannon Purser in recurring roles. The first season of Stranger Things received critical acclaim, in particular for its originality, homages to the 1980s, characterization, tone, visuals, and performances (particularly those of Ryder, Harbour, Wolfhard, Brown, Heaton and Modine). Premise The first season begins on November 6, 1983, in a small town called Hawkins. Researchers at Hawkins National Laboratory open a rift to the "Upside Down," an alternate dimension that reflects the real world. A monstrous humanoid creature escapes and abducts a boy named Will Byers and a teenage girl. Will's mother, Joyce, and the town's police chief, Jim Hopper, search for Will. At the same time, a young psychokinetic girl who goes by the name "Eleven" escapes from the laboratory and assists Will's friends, Mike Wheeler, Dustin Henderson, and Lucas Sinclair, in their efforts to find Will.[1] Cast and characters See also: List of Stranger Things characters Main cast Winona Ryder as Joyce Byers[2] David Harbour as Jim Hopper[2] Finn Wolfhard as Mike Wheeler[3] Millie Bobby Brown[3] as Eleven ("El") Gaten Matarazzo as Dustin Henderson[3] Caleb McLaughlin as Lucas Sinclair[3] Natalia Dyer as Nancy Wheeler[3] Charlie Heaton as Jonathan Byers[3][4][5] Cara Buono as Karen Wheeler[6] Matthew Modine as Martin Brenner[7] Recurring Noah Schnapp as Will Byers Joe Keery as Steve Harrington Shannon Purser as Barbara "Barb" Holland[8] Joe Chrest as Ted Wheeler Ross Partridge as Lonnie Byers[9] Rob Morgan as Officer Powell John Paul Reynolds as Officer Callahan Randy Havens as Scott Clarke Catherine Dyer as Connie Frazier Aimee Mullins as Terry Ives[10] Amy Seimetz as Becky Ives Peyton Wich as Troy[11] Tony Vaughn as Principal Coleman Charles Lawlor as Mr. Melvald Tinsley and Anniston Price as Holly Wheeler Cade Jones as James Chester Rushing as Tommy H. Chelsea Talmadge as Carol Glennellen Anderson as Nicole Cynthia Barrett as Marsha Holland Jerri Tubbs as Diane Hopper Elle Graham as Sara Hopper Chris Sullivan as Benny Hammond Tobias Jelinek as lead agent Robert Walker-Branchaud as repairman agent Susan Shalhoub Larkin as Florence ("Flo") Episodes See also: List of Stranger Things episodes No. overall No. in season Title Directed by Written by Original release date 1 1 "Chapter One: The Vanishing of Will Byers" The Duffer Brothers The Duffer Brothers July 15, 2016 On November 6, 1983, in Hawkins, Indiana, a scientist is attacked by an unseen creature at a U.S. government laboratory. 12-year-old Will Byers encounters the creature and mysteriously vanishes while cycling home from a Dungeons & Dragons session with his friends Mike Wheeler, Dustin Henderson and Lucas Sinclair. The following day, Will's single mother Joyce Byers reports his disappearance to the police chief Jim Hopper, who starts a search but assures Joyce that almost all missing children are quickly found. The lab's director, Dr. Martin Brenner, investigates an organic substance oozing from the lab's basement, claiming that "the girl" cannot have gone far. A nervous young girl wearing a hospital gown wanders into a local diner. The owner, Benny, finds a tattoo of "011" on her arm and learns that her name is Eleven. Brenner, monitoring the phone lines, sends agents to the diner after Benny calls social services. The agents kill Benny, but Eleven manages to escape using telekinetic abilities. Joyce's phone short circuits after receiving a mysterious phone call that she believes is from Will. While searching for Will in the woods, Mike, Dustin, and Lucas come across Eleven. 2 2 "Chapter Two: The Weirdo on Maple Street" The Duffer Brothers The Duffer Brothers July 15, 2016 The boys bring Eleven to Mike's house, where they disagree on what to do. Mike formulates a plan for Eleven to pretend to be a runaway and seek help from his mother, Karen. Eleven refuses, however, revealing that "bad men" are after her. Will's brother Jonathan visits his estranged father Lonnie in Indianapolis to search for Will, but Lonnie rebuffs him. Hopper's search party discovers a scrap of hospital gown near the lab. After recognizing Will in a photograph and demonstrating her telekinesis, Eleven convinces the boys to trust her, as they believe she can find Will. Using the Dungeons & Dragons board, Eleven indicates that Will is on the "Upside Down" side of the board and is being hunted by the "Demogorgon" (the creature). Mike's sister Nancy and her friend Barbara 'Barb' Holland go to a party with Nancy's boyfriend Steve Harrington. Searching for Will near Steve's house, Jonathan secretly photographs the party. Joyce receives another call from Will, hears music playing from his stereo, and sees a creature coming through the wall. Left alone by the swimming pool, Barb is attacked by the Demogorgon and vanishes. 3 3 "Chapter Three: Holly, Jolly" Shawn Levy Jessica Mecklenburg July 15, 2016 Barb awakens in the Upside Down: a decaying, overgrown alternate dimension. She attempts to escape but is attacked by the Demogorgon. Joyce believes Will is communicating through pulses in light bulbs. Hopper visits Hawkins Lab, and the staff permits him to view doctored security footage from the night Will vanished, leading Hopper to investigate Brenner and discover his involvement with Project MKUltra and that a woman named Terry Ives alleged years earlier that Brenner took her daughter. Eleven recalls Brenner, whom she calls "Papa," punishing her for refusing to hurt a cat telekinetically. Steve destroys Jonathan's camera after discovering the photos from the party. Nancy later recovers a photo of Barb, simultaneously realizing that Barb is missing. Returning to Steve's house to investigate, Nancy finds Barb's untouched Volkswagen and encounters the Demogorgon but manages to escape. Joyce paints an alphabetic board on her wall with Christmas lights, allowing Will to sign to her that he is "RIGHT HERE" and that she needs to "RUN" as the Demogorgon comes through the wall. Believing Eleven knows where Will is, the boys ask her to lead them to him. Eleven leads them, to their frustration, to Will's house. From there they follow emergency vehicles to a nearby quarry just as Will's body is recovered from the water. 4 4 "Chapter Four: The Body" Shawn Levy Justin Doble July 15, 2016 Joyce refuses to believe that the body found at the quarry is Will's. Mike feels betrayed by Eleven until she proves that Will is still alive, channeling his voice through Mike's walkie-talkie. The boys theorize that Eleven could use a ham radio at their school to communicate with Will. Nancy notices a figure behind Barb in Jonathan's photo, which Jonathan realizes matches his mother's description of the Demogorgon. Nancy tells the police about Barb's disappearance. She later fights with Steve, who only cares about not getting in trouble with his father. Hopper has suspicions regarding the authenticity of the body found in the quarry when he learns that the usual coroner was sent home. Hopper confronts the state trooper who found it and beats him until he admits he was ordered to lie. The boys sneak Eleven into their school to use the radio, while Joyce hears Will's voice through her living room wall. Tearing away the wallpaper, she sees him. Eleven uses the radio to channel Will talking to his mother. Hopper goes to the morgue and finds that the body is a fake, and, suspecting that Brenner is responsible, breaks into the lab. 5 5 "Chapter Five: The Flea and the Acrobat" The Duffer Brothers Alison Tatlock July 15, 2016 Hopper searches the lab before being knocked out by the lab's guards. The boys ask their science teacher, Mr. Clarke, if it would be possible to travel between alternate dimensions, to which he answers that there could be a theoretical "gate" between dimensions. Hopper awakens at his house and finds a hidden microphone, realizing that Joyce was right the whole time. The boys follow their compasses, searching for a gate that could disrupt the Earth's electromagnetic field. Eleven recalls memories of being placed in a sensory-deprivation tank to telepathically eavesdrop on a man speaking Russian; while listening, she came across the Demogorgon. Fearing another encounter with the Demogorgon, Eleven redirects the compasses. Lucas misinterprets this as an act of betrayal, leading Mike and Lucas to fight and Eleven to telekinetically fling Lucas away from Mike. While Dustin and Mike tend to the unconscious Lucas, Eleven runs off. Nancy and Jonathan formulate a plan to kill the Demogorgon. While searching in the woods, they come across a small gate to the Upside Down. Nancy crawls through it but inadvertently draws the Demogorgon's attention. Jonathan unsuccessfully tries to look for Nancy, as the gate to the Upside Down begins to close. 6 6 "Chapter Six: The Monster" The Duffer Brothers Jessie Nickson-Lopez July 15, 2016 Jonathan pulls Nancy back through the gate. That night, Nancy is afraid to be alone and asks Jonathan to stay in her bedroom. Steve, attempting to reconcile with Nancy, sees them together through her bedroom window and assumes they are dating. Joyce and Hopper track down Terry Ives, who is catatonic and tended by her sister Becky. Becky explains that Terry was a Project MKUltra participant while unknowingly pregnant and that Terry believes Brenner kidnapped her daughter Jane at birth due to her supposed telekinetic and telepathic abilities. Nancy and Jonathan stockpile weapons to kill the Demogorgon, theorizing that it is attracted by blood. Steve is brutally beaten up in a fistfight with Jonathan after he insults Will and calls Nancy a slut. Jonathan is arrested and held at the police station for beating up Steve and inadvertently punching one of the responding officers in the face. Eleven walks into a grocery store and shoplifts several boxes of Eggo waffles. Searching for Eleven, Mike and Dustin are ambushed by two bullies but are rescued by her, as she uses her powers to break one bully's arm after he attempts to kill Mike. Eleven collapses and recalls being asked by Brenner to contact the Demogorgon and, in her terror, inadvertently opening the gate. She tearfully admits to Mike that she is responsible for allowing the Demogorgon to enter this dimension. Lucas sees agents, who have tracked down Eleven, preparing to ambush Mike's house. 7 7 "Chapter Seven: The Bathtub" The Duffer Brothers Justin Doble July 15, 2016 Lucas warns Mike that agents are searching for Eleven. Mike, Dustin, and Eleven flee the house. Eleven telekinetically flips one of the vans that block their path as the kids escape. Lucas reconciles with Mike and Eleven, and the kids hide in the junkyard. Nancy and Jonathan reveal their knowledge of the Demogorgon to Joyce and Hopper. Hopper also learns that Eleven is with the kids. The group contacts the kids, and everyone meets at the Byers' house. Joyce and Hopper realize that Eleven is Jane Ives. The group asks Eleven to search for Will and Barb telepathically, but her earlier feats have weakened her. They break into the middle school and build a makeshift sensory deprivation tank to amplify Eleven's powers. After telepathically entering the Upside Down again, Eleven finds Barb dead and Will alive, hiding in the Upside Down version of his backyard fort. Realizing that the gate is in the basement of the lab, Hopper and Joyce break into the lab and are apprehended by security guards. Nancy and Jonathan sneak into the police station to retrieve the weapons they purchased previously, planning to lure and kill the Demogorgon. In the Upside Down, the Demogorgon breaks into Will's fort. 8 8 "Chapter Eight: The Upside Down" The Duffer Brothers Story by : Paul Dichter Teleplay by : The Duffer Brothers July 15, 2016 Hopper, haunted by the death of his daughter Sara from cancer years earlier, gives up Eleven's location to Brenner, who in exchange allows Hopper and Joyce to enter the Upside Down to rescue Will. Nancy and Jonathan cut their hands to attract the Demogorgon at the Byers' house. Steve, intending to apologize to Jonathan about their fight, arrives just as the Demogorgon appears. Steve, Nancy, and Jonathan fight the Demogorgon and light it on fire, forcing it to retreat to the Upside Down. Meanwhile, Eleven and the boys hide in the middle school when Brenner and his agents arrive to kidnap Eleven; she kills most of them before collapsing from exhaustion. As Brenner and his remaining agents pin Eleven and the boys down, the Demogorgon appears, attracted by the dead agents' blood, and attacks Brenner and the remaining agents as the boys escape with Eleven. Hopper and Joyce enter the Upside Down's version of the Hawkins library, where they encounter several corpses of the Demogorgon's victims, including Barb, and find Will unconscious with a tendril down his throat. Hopper revives him using CPR after removing the tendril. The Demogorgon corners the kids, but Eleven recovers from her exhaustion and disintegrates it, causing them both to disappear. Will recovers in the hospital, reuniting with his family and friends. One month later, it is Christmas and Nancy is back together with Steve, and both are friends with Jonathan. Will coughs up a slug-like creature and has a vision of the Upside Down, but hides this from his family. Production Development Ross (left) and Matt Duffer, the creators of the series Stranger Things was created by Matt and Ross Duffer, known professionally as the Duffer Brothers.[12] The two had completed writing and producing their 2015 film Hidden, which they had tried to emulate the style of M. Night Shyamalan, however, due to changes at Warner Bros., its distributor, the film did not see a wide release and the Duffers were unsure of their future.[13] To their surprise, television producer Donald De Line approached them, impressed with Hidden's script, and offered them the opportunity to work on episodes of Wayward Pines alongside Shyamalan. The brothers were mentored by Shyamalan during the episode's production so that when they finished, they felt they were ready to produce their own television series.[14] The Duffer Brothers prepared a script that would essentially be similar to the series' actual pilot episode, along with a 20-page pitch book to help shop the series around for a network.[15] They pitched the story to a number of cable networks, all of which rejected the script on the basis that they felt a plot centered around children as leading characters would not work, asking them to make it a children's show or to drop the children and focus on Hopper's investigation in the paranormal.[14] In early 2015, Dan Cohen, the VP of 21 Laps Entertainment, brought the script to his colleague Shawn Levy. They subsequently invited The Duffer Brothers to their office and purchased the rights for the series, giving full authorship of it to the brothers. After reading the pilot, the streaming service Netflix purchased the whole season for an undisclosed amount;[16] the show was subsequently announced for a planned 2016 release by Netflix in early April 2015.[17] The Duffer Brothers stated that at the time they had pitched to Netflix, the service had already been recognized for its original programming, such as House of Cards and Orange Is the New Black, with well-recognized producers behind them, and were ready to start giving upcoming producers like them a chance.[15] The brothers started to write out the series and brought Levy and Cohen in as executive producers to start casting and filming.[18] The series was originally known as Montauk, as the setting of the script was in Montauk, New York and nearby Long Beach locations.[17][19] The brothers had chosen Montauk as it had further Spielberg ties with the film Jaws, where Montauk was used for the fictional setting of Amity Island.[20] After deciding to change the narrative of the series to take place in the fictional town of Hawkins instead, the brothers felt they could now do things to the town, such as placing it under quarantine, that they really could not envision with a real location.[20] With the change in location, they had to come up with a new title for the series under the direction from Netflix's Ted Sarandos so that they could start marketing it to the public. The brothers started by using a copy of Stephen King's Firestarter novel to consider the title's font and appearance and came up with a long list of potential alternatives. Stranger Things came about as it sounded similar to another King novel, Needful Things, though Matt noted they still had a "lot of heated arguments" over this final title.[21] Writing The idea of Stranger Things started with how the brothers felt they could take the concept of the 2013 film Prisoners, detailing the moral struggles a father goes through when his daughter is kidnapped, and expand it out over eight or so hours in a serialized television approach. As they focused on the missing child aspect of the story, they wanted to introduce the idea of "childlike sensibilities" they could offer and toyed around with the idea of a monster that could consume humans. The brothers thought the combination of these things "was the best thing ever". To introduce this monster into the narrative, they considered "bizarre experiments we had read about taking place in the Cold War" such as Project MKUltra, which gave a way to ground the monster's existence in science rather than something spiritual. This also helped them to decide on using 1983 as the time period, as it was a year before the film Red Dawn came out, which focused on Cold War paranoia.[14] Subsequently, they were able to use all their own personal inspirations from the 1980s, the decade they were born, as elements of the series,[14][22] crafting it in the realm of science fiction and horror.[23] The Duffer Brothers have cited as influence for the show (among others): Stephen King novels; films produced by Steven Spielberg, John Carpenter, Wes Craven, Robert Zemeckis, George Lucas and Guillermo del Toro; films such as Alien and Stand by Me; Japanese anime such as Akira and Elfen Lied; and video games such as Silent Hill and The Last of Us.[21][24][25][26][27][28][29][30][31] With Netflix as the platform, The Duffer Brothers were not limited to a typical 22-episode format, opting for the eight-episode approach. They had been concerned that a 22-episode season on broadcast television would be difficult to "tell a cinematic story" with that many episodes. Eight episodes allowed them to give time to characterization in addition to narrative development; if they had less time available, they would have had to remain committed to telling a horror film as soon as the monster was introduced and abandon the characterization.[15] Within the eight episodes, the brothers aimed to make the first season "feel like a big movie" with all the major plot lines completed so that "the audience feels satisfied", but left enough unresolved to indicate "there's a bigger mythology, and there's a lot of dangling threads at the end", something that could be explored in further seasons if Netflix opted to create more.[32] While explaining their intentions for the show, the Duffers adamantly stated their intentions to not explain the mythology in the show so they could leave a mystery and lot for the audience to speculate over their lack of understanding by the season finale, which they accepted but asked to be explained about at the very least, which they found like a really good exercise as they spent quite a bit of time with their writers' room figuring out exactly what the Upside Down would actually consist for, writing a 20-page mythology document whose details wouldn't be clarified for the audience until the show's fifth and final season.[33] Regarding writing for the children characters of the series, The Duffer Brothers considered themselves as outcasts from other students while in high school and thus found it easy to write for Mike Wheeler and his friends, and particularly for Barbara "Barb" Holland.[21] Joyce Byers was fashioned after Richard Dreyfuss's character Roy Neary in Close Encounters of the Third Kind, as she appears "absolutely bonkers" to everyone else as she tries to find her son Will Byers.[34] Other characters, such as Billy in the second season, have more villainous attributes that are not necessarily obvious from the onset; Matt explained that they took further inspiration from Stephen King for these characters, as King "always has really great human villains" that may be more malicious than the supernatural evil.[35] Casting The Duffers cast David Harbour as Sheriff Hopper believing this was his opportunity to play a lead character in a work. In June 2015, it was announced that Winona Ryder and David Harbour had joined the series as Joyce and as the unnamed chief of police, respectively.[2] The brothers' casting director Carmen Cuba had suggested Ryder for the role of Joyce, which the two were immediately drawn to because of her prominence in 1980s films.[14] Levy believed Ryder could "wretch up the emotional urgency and yet find layers and nuance and different sides of [Joyce]". Ryder praised that the show's multiple storylines required her to act for Joyce as "she's out of her mind, but she's actually kind of onto something", and that the producers had faith she could pull off the difficult role.[36] Upon being offered the role, Ryder felt intrigued at being given the pilot's script due to know knowing what streaming was and finding it "terrifying", with her sole condition to the Duffers for accepting the role being that, if a Beetlejuice sequel ever materialized as she and Tim Burton had been discussing since 2000, they had to let her take a break to shoot it, a condition the Duffers agreed and ultimately proved to work out when Beetlejuice Beetlejuice was greenlighted years later.[37] The Duffer Brothers had been interested in Harbour before, who until Stranger Things primarily had smaller roles as villainous characters, and they felt that he had been "waiting too long for this opportunity" to play a lead, while Harbour himself was thrilled by the script and the chance to play "a broken, flawed, anti-hero character".[21][38] Additional casting followed two months later with Finn Wolfhard as Mike, Millie Bobby Brown in an undisclosed role, Gaten Matarazzo as Dustin Henderson, Caleb McLaughlin as Lucas Sinclair, Natalia Dyer as Nancy Wheeler, and Charlie Heaton as Jonathan Byers]].[3] In September 2015, Cara Buono joined the cast as Karen Wheeler,[6] followed by Matthew Modine as Martin Brenner a month later.[7] Additional cast who recur for the first season include Noah Schnapp as Will,[3][5] Shannon Purser as Barbara "Barb" Holland,[8] Joe Keery as Steve Harrington,[39][5] and Ross Partridge as Lonnie Byers,[9] among others. Actors auditioning for the children's roles read lines from Stand By Me.[14] The Duffer Brothers estimated they went through about a thousand different child actors for the roles. They noted that Wolfhard was already "a movie buff" of the films from the 1980s period and easily filled the role, while they found Matarazzo's audition to be much more authentic than most of the other audition tapes, and selected him after a single viewing of his audition tape.[15] As casting was started immediately after Netflix greenlit the show, and prior to the scripts being fully completed, this allowed some of the actors' takes on the roles to reflect into the script. The casting of the young actors for Will and his friends had been done just after the first script was completed, and subsequent scripts incorporated aspects from these actors.[32] The brothers said Modine provided significant input on the character of Dr. Brenner, whom they had not really fleshed out before as they considered him the hardest character to write for given his limited appearances within the narrative.[34] Filming The brothers had desired to film the series around the Long Island area to match the initial Montauk concept. However, with filming scheduled to take place in November 2015, it was difficult to shoot in Long Island in the cold weather, and the production started scouting locations in and around the Atlanta, Georgia area. The brothers, who grew up in North Carolina, found many places that reminded them of their own childhoods in that area, and felt the area would work well with the narrative shift to the fictional town of Hawkins, Indiana.[20] The filming of the first season began on September 25, 2015, and was extensively done in Atlanta, Georgia, with The Duffer Brothers and Levy handling the direction of individual episodes.[40] Jackson served as the basis of the fictional town of Hawkins, Indiana.[41][42] Other shooting locations included the Georgia Mental Health Institute as the Hawkins National Laboratory site, Bellwood Quarry, Patrick Henry High School in Stockbridge, Georgia, for the middle and high school scenes,[43] Emory University's Continuing Education Department, the former city hall in Douglasville, Georgia, Georgia International Horse Park, the probate court in Butts County, Georgia, Old East Point Library and East Point First Baptist Church in East Point, Georgia, Fayetteville, Georgia, Stone Mountain Park, Palmetto, Georgia, and Winston, Georgia.[44] Set work was done at Screen Gem Studios in Atlanta.[44] The series was filmed with a Red Dragon digital camera.[34] Filming for the first season concluded in early 2016.[41] While filming, the brothers tried to capture shots that could be seen as homages to many of the 1980s references they recalled. Their goal was not necessarily to fill the work with these references, but instead to make the series seem to the viewer like a 1980s film.[21] They spent little time reviewing those works and instead went by memory. Matt further recognized that some of their filming homages were not purposely done but were found to be very comparable, as highlighted by a fan-made video comparing the show to several 1980s works side by side.[14][45] Matt commented on the video that "Some were deliberate and some were subconscious."[14] The brothers recognized that many of the iconic scenes from these 1980s films, such as with Poltergeist, was about "taking a very ordinary object that people deal with every day, their television set, and imbuing it with something otherworldly", leading to the idea of using the Christmas light strings for Will to communicate with Joyce.[21] The brothers attributed much of the 1980s feel to set and costume designers and the soundtrack composers that helped to recreate the era for them.[14] Lynda Reiss, the head of props, had about a $220,000 budget, similar to most films, to acquire artifacts of the 1980s, using eBay and searching through flea markets and estate sales around the Atlanta area. The bulk of the props were original items from the 1980s with only a few pieces, such as the Dungeons & Dragons books made as replicas.[46] Visual effects To create the aged effect for the series, a film grain was added over the footage, which was captured by scanning in film stock from the 1980s.[34] The Duffers wanted to scare the audience, but not to necessarily make the show violent or gory, following in line with how the 1980s Amblin Entertainment films drove the creation of the PG-13 movie rating. It was "much more about mood and atmosphere and suspense and dread than they are about gore", though they were not afraid to push into more scary elements, particularly towards the end of the first season.[34] The brothers had wanted to avoid any computer-generated effects for the monster and other parts of the series and stay with practical effects. However, the six-month filming time left them little time to plan out and test practical effects rigs for some of the shots. They went with a middle ground of using constructed props including one for the monster whenever they could, but for other shots, such as when the monster bursts through a wall, they opted to use digital effects. Post-production on the first season was completed the week before it was released on Netflix.[14] The title sequence uses closeups of the letters in the Stranger Things title with a red tint against a black background as they slide into place within the title. The sequence was created by the studio Imaginary Forces, formerly part of R/GA, led by creative director Michelle Doughtey.[47] Levy introduced the studio to The Duffer Brothers, who explained their vision of the 1980s-inspired show, which helped the studio to fix the concept the producers wanted. Later, but prior to filming, the producers sent Imaginary Forces the pilot script, the synth-heavy background music for the titles, as well as the various book covers from King and other authors that they had used to establish the title and imagery, and were looking for a similar approach for the show's titles, primarily using a typographical sequence. They took inspiration from several title sequences of works from the 1980s that were previously designed by Richard Greenberg under R/GA, such as Altered States and The Dead Zone. They also got input from Dan Perri, who worked on the title credits of several 1980s films. Various iterations included having letters vanish, to reflect the "missing" theme of the show, and having letters cast shadows on others, alluding to the mysteries, before settling into the sliding letters. The studio began working on the title sequence before filming and took about a month off during the filming process to let the producers get immersed in the show and come back with more input. Initially, they had been working with various fonts for the title and used close-ups of the best features of these fonts, but near the end the producers wanted to work with ITC Benguiat, requiring them to rework those shots. The final sequence is fully computer-generated, but they took inspiration from testing some practical effects, such as using Kodalith masks as would have been done in the 1980s, to develop the appropriate filters for the rendering software. The individual episode title cards used a "fly-through" approach, similar to the film Bullitt, which the producers had suggested to the studio.[48] Music Main articles: Music of Stranger Things and Stranger Things (soundtrack) The Stranger Things original soundtrack was composed by Michael Stein and Kyle Dixon of the electronic band Survive.[49] It makes extensive use of synthesizers in homage to 1980s artists and film composers including Jean-Michel Jarre, Tangerine Dream, Vangelis, Goblin, John Carpenter, Giorgio Moroder, and Fabio Frizzi.[50] According to Stein and Dixon, The Duffer Brothers had been fans of Survive's music, and used their song "Dirge" for the mock trailer that was used to sell the show to Netflix.[49][51] Once the show was green-lit, the Duffers contacted Survive around July 2015 to ask if they were still doing music; the two provided the production team with dozens of songs from their band's past to gain their interest, helping to land them the role.[49] Once aboard, the two worked with producers to select some of their older music to rework for the show, while developing new music, principally with character motifs.[51] The two had been hired before the casting process, so their motif demos were used and played over the actors' audition tapes, aiding in the casting selection.[51][52] The show's theme is based on an unused work Stein composed much earlier that ended up in the library of work they shared with the production staff, who thought that with some reworking would be good for the opening credits.[49] The first season's original soundtrack, consisting of 75 songs from Dixon and Stein split across two volumes, was released by Lakeshore Records. Digital release and streaming options were released on August 10 and 19, 2016 for the two volumes, respectively, while retail versions were available on September 16 and 23, 2016.[53][54] In addition to original music, Stranger Things features period music from artists including The Clash, Toto, New Order, The Bangles, Foreigner, Echo and the Bunnymen, Peter Gabriel and Corey Hart, as well as excerpts from Tangerine Dream, John Carpenter and Vangelis.[54][55] In particular, The Clash's "Should I Stay or Should I Go" was specifically picked to play at pivotal moments of the story, such as when Will is trying to communicate with Joyce from the Upside Down.[54] Music supervisor Nora Felder felt the song "furthered the story" and called it an additional, unseen, main character of the season.[56]

This is a PSA and reminder for us all that sometimes changing our circumstances (like through a move, leaving our job or a relationship etc) really is the most compassionate, wise, and liberating choice…and sometimes it's just changing what our suffering looks like on a superficial level. I'll share my own story of leaving Alaska for Spain and jam on how to know when it's helpful to change our environment and when it's not. Plus, we'll explore how Buddhist psychology can help us discern whether to stay or go.In this episode, you will learn://The myth of the “geographical cure,” and why moving abroad rarely delivers the fresh start people imagine// Why the mind always travels with us.// How to tell the difference between suffering created by our environment and suffering created by our internal patterns.// When changing circumstances is a wise, life-supporting choice, and when it becomes avoidance in disguise.// What Buddhist teachings on emptiness and perception show us about our relationship to place.// How trauma science and positive psychology explain the limits of “starting over.”// A simple reflection practice to help you discern whether you need an internal shift, an external shift, or both.Resources:// Episode 28: Practical Emptiness// Episode 29: Should I Stay or Should I Go?// Episode 202: The Healing Power of Emptiness// If you're new to the squad, grab the Rebel Buddhist Toolkit I created at RebelBuddhist.com. It has all you need to start creating a life of more freedom, adventure, and purpose. You'll also get access to the Rebel Buddhist private group, and tune in every Wednesday as I go live with new inspiration and topics.// Want something more self-paced with access to weekly group support and getting coached by yours truly? Check out Freedom School – the community for ALL things related to freedom, inside and out. We dive into taking wisdom and applying it to our daily lives, with different topics every month. Learn more at JoinFreedomSchool.com. I can't wait to see you there!// Have you benefited from even one episode of the Rebel Buddhist Podcast? I'd love it if you could leave a 5-star review on iTunes by clicking here  or on Spotify by clicking here.

Dr. Ramani Durvasula reveals the shocking truth that one in five people you know may be narcissistic, explaining why this personality pattern has exploded with the rise of social media and reality TV. She shares how narcissistic relationships follow a predictable cycle of love bombing, devaluation, and discarding that leaves survivors confused and blaming themselves. Through raw personal stories and decades of clinical research, she exposes why trying to fix or change a narcissist is a fool's errand, and introduces practical tools like the DEEP technique to protect yourself. You'll walk away understanding that the greatest defense against narcissism is radical self-acceptance and learning to spot red flags before you're in too deep.Dr. Ramani's books:Should I Stay or Should I Go?"Don't You Know Who I Am?"It's Not YouDr. Ramani's InstagramDr. Ramani's YouTube channelIn this episode you will:Discover why personality doesn't change and how narcissists are trapped in a cycle of self-loathing they project onto everyone around themUnderstand the DEEP technique that protects you from narcissistic manipulation without engaging in exhausting argumentsBreak free from the athlete's trap of believing you can fix any relationship if you just work harder at itRecognize the love bombing cycle that seduces you in the beginning and keeps you hoping things will return to how they wereMaster the difference between healthy jealousy and pathological jealousy that signals dangerous narcissistic patternsFor more information go to https://lewishowes.com/1858For more Greatness text PODCAST to +1 (614) 350-3960More SOG episodes we think you'll love:Evy Poumpouras – greatness.lnk.to/1852SCJerry Wise  – greatness.lnk.to/1747SCGabor Maté – greatness.lnk.to/1849SC Get more from Lewis! Get my New York Times Bestselling book, Make Money Easy!Get The Greatness Mindset audiobook on SpotifyText Lewis AIYouTubeInstagramWebsiteTiktokFacebookX Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On Reimagining Love, we've done several solo episodes where Dr. Alexandra takes a seemingly simple and straightforward statement that folks are making about relationships. Then she pulls it apart to try to find more shades of grey, to add more complexity and layering to a phrase that she finds has gotten too simplistic. In today's episode, we are going to look at what it means when people say they've outgrown their relationship*. First, Dr. Alexandra will talk you through what she thinks people are saying when they say they've outgrown the relationship. Then she is going to look at the internal stuff - what might be going on inside of you that's shaping this feeling that you've outgrown the relationship that you're in. Then she is going to look at the relational stuff - what might be going on in the space between you and your partner that's shaping this feeling that you've outgrown the relationship. And then finally, she will talk about some strategies that you can use to bring clarity to the situation. *This episode often uses the language of intimate partnerships but much of it can be applied to other relationships, like friendships, as well.Other Solo RL Episodes that do a deep dive on a too-simplistic phrase:“I Love Them, But I'm Not In Love With Them” https://dralexandrasolomon.com/podcasts/i-love-them-but-im-not-in-love-with-them/“Right person, wrong time” https://dralexandrasolomon.com/podcasts/right-person-wrong-time/“If They Wanted To, They Would.” https://dralexandrasolomon.com/podcasts/if-they-wanted-to-they-would/Resources to support the episode:Reimagining Love episodes, Relational Ambivalence: Should I Stay or Should I Go? Part 1 https://dralexandrasolomon.com/podcasts/relational-ambivalence-should-i-stay-or-should-i-go-part-1-rerelease/Relational Ambivalence: Should I Stay or Should I Go? Part 2 https://dralexandrasolomon.com/podcasts/relational-ambivalence-should-i-stay-or-should-i-go-part-2-rerelease/Inviting a Reluctant Partner Into Relationship Work https://dralexandrasolomon.com/podcasts/inviting-a-reluctant-partner-into-relationship-work-re-release/Continue the conversation with Dr. Alexandra Solomon:Ask a question! Submit your relationship challenge: https://form.jotform.com/212295995939274Order Dr. Alexandra's book, Love Every Day: https://bookshop.org/p/books/love-every-day-365-relational-self-awareness-practices-to-help-your-relationship-heal-grow-and-thrive-alexandra-solomon/19970421?ean=9781683736530Cultivate connection by subscribing to Dr. Alexandra's newsletter: https://dralexandrasolomon.com/subscribe/Learn from Dr. Alexandra (E-courses: Intimate Relationships 101 or Can I Trust You Again?): https://dralexandrasolomon.com/learn-from-alexandra/Learn more on IG: https://www.instagram.com/dr.alexandra.solomon/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This week Rachel and Aaron dive into the hurricane of Donald Trump's chaos – from Jeffrey Epstein… to an unprecedented affordability crisis… to a new health care crisis… to an identity crisis for MAGA. Plus, a lesson for Democrats on how to message affordability. And another underwater poll for Donald Trump, “the dog that hasn't barked.”LINKS:* The Cycle on Substack: Should I Stay or Should I Go?* AP/NORC Survey: Trump's approval rating remains low during government shutdown* Axios: The affordability crisis, once Biden's, is now Trump's* Hit ‘Em Where It Hurts: How to Save Democracy by Beating Republicans at Their Own GameThe Cycle- On Substack is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Get full access to The Cycle- On Substack at thecycle.substack.com/subscribe

Brockport First Baptist sermon audio from Sunday, October 19, 2025: “Should I Stay or Should I Go?,” by Rev. Dr. Dan Brockway. Scripture reading: Genesis 31.Our mission is to embody God's love outside the walls of the church, in Brockport and beyond. SUPPORT OUR MINISTRIES: www.brockportfirstbaptist.org/giveLEARN MORE ABOUT OUR CHURCH: www.brockportfirstbaptist.org

This week on The Clockwork Cabaret, Lady Attercop is out sick, which means you're stuck with just Emmett Davenport… and a balloon taped to a chair. Two hours of strange and wonderful music, fake sponsors, and the occasional cry for help into the void. Join Emmett for a solo edition of The Clockwork Cabaret, on Mad Wasp Radio. WARNING! This show is for adults. We drink cocktails, have potty mouths and, at least, one of us was raised by wolves. The Clockwork Cabaret is a production of Agony Aunt Studios. Featuring that darling DJ Duo, Lady Attercop and Emmett Davenport. Our theme music is made especially for us by Kyle O'Door. This episode aired on Mad Wasp Radio, 09.28.25. New episodes air on Mad Wasp Radio on Sundays @ 12pm GMT! Listen at www.madwaspradio.com or via TuneIn radio app! Playlist: The Blasting Company - Potatus Et Molassus Dead Can Dance - The Host of Seraphim Unwoman - Cities in Dust Tom Lehrer - We Will All Go Together When We Go The Magnetic Fields - Nothing Matters When We're Dancing Walter Sickert & The Army of Broken Toys - Minnie the Moocher Vermillion Lies - I Should Fly Pretty Balanced - Fall Asleep for Nuclear War Rasputina - Humankind, as the Sailor Ghost Quartet - I Don't Know Apocalypse Five and Dime - Fire It Burns Tiger Lilies - Roll Up Beirut - Cliquot The Gourds - Gin and Juice The White Stripes - Icky Thump Aurelio Voltaire - When You're Evil The Ditty Bops - Angel With an Attitude The Cog is Dead - Burn it Down Nina Simone - Sinnerman David Bowie - The Man Who Sold the World Talking Heads - Life During Wartime Nouvelle Vague - Should I Stay or Should I Go? (feat. Alonya) Tom Waits - Little Drop Of Poison Legendary Shack Shakers - Dead Bury the Dead Matt Nathanson - I Hope That Something Better Comes Alone Jonathan Coulton - Re: Your Brains MC Lars - Mr. Raven (feat. The Dead Milkmen) MC 900 ft Jesus - If I Only Had A Brain  MC Frontalot - Penny Arcade Theme Saja Boys - Your Idol

Mike Tannenbaum is the Founder and Managing Partner of Key Strategies, a boutique recruitment firm that specializes in providing world-class insurance and risk management talent to Fortune 500, insurance brokerage, carrier, and consulting firms across the U.S. With over 30 years of experience in this niche market, Mike has built a best-in-class network of corporate risk managers, insurance brokers, underwriters, claims and safety directors, RIMS account managers, and risk consultants at all levels. In this live from RIMS 2024 episode, Mike answers the top questions about recruiting in the insurance industry, from how often is acceptable to switch positions, what the total compensation package looks like, and whether the non-compete agreement is still an issue in the industry.   Key Takeaways: ● Mike shares the work that he does at Key Strategies and his podcast Should I Stay or Should I Go? ● Mike's path to becoming a career risk management recruiter started at a beach club. ● As a recruiter, Mike builds relationships with both candidates and companies. ● The importance and challenge of confidentiality in risk management recruiting. ● Why should you have conversations with a recruiter if you're not interested in changing jobs? ● Connecting candidates and employers in a pre-LinkedIn world. ● The evolving work of Key Strategies utilized LinkedIn as an effective tool. ● Addressing the talent shortage and inflation in the insurance industry. ● It's not only about salary — the importance of considering the total compensation package and the career opportunities. ● What is the acceptable timing to transition from one position to another? ● Is the non-compete agreement no longer an issue in the insurance industry? ● The most meaningful advice that Mike has learned in his career.   Mentioned in This Episode: Mike on LinkedIn Key Strategies   Tweetables:   “A good risk manager really needs to understand their company and how they operate in every little detail to be able to provide the right insurance and advice.”   “There's nothing wrong with being open to having those introductory conversations with a recruiter.”   “LinkedIn has presented some great challenges and some great opportunities in recruiting.”   “If you want people to believe in the mission, you have to sell them on the mission.”   “If you have your superstar employees, or anyone that you really value, you have to give them a reason to want to stay.”  

"Should I Stay or Should I Go?"... sang The Clash all the way back in 1982. Let's say you have been debating this same question at your job... and ultimately conclude: I'm so done here.As an executive coach, I have been in a number of conversations with individuals who can relate. I sometimes then find myself in a "how do I quit?" discussion. I hope my advice here helps if you find yourself in this sticky situation.

People-pleasing isn't a personality flaw—often it's a nervous-system strategy. Licensed Professional Counselor and ADHD-CCSP Anita Sandoval joins Eric to unpack how the fawn response shows up with ADHD, trauma, and RSD; how it differs from masking and conflict avoidance; and what real change looks like. We cover Anita's “Empower → Resilient → Authentic” model, ADHD-friendly EMDR adaptations, and the messy-but-worth-it work of boundaries (including with narcissistic family dynamics). Resources, Anita's links, and a quick survey about a potential evening coaching group are in the full notes at ADHDreWired.com. Guest: Anita Sandoval, LPC-S, EMDR-Certified, ADHD-CCSP — therapist, supervisor, and author of Broken Chains (English & Spanish). Host of Empowering Women in Conversations and creator of Empower Her Pathways. We cover: People-pleasing as a neuro-adaptive response (fight/flight/freeze/fawn) People-pleasing vs. conflict avoidance vs. masking ADHD & RSD: why “neutral” feedback stings and how regulation shifts it Differentiating from personality disorders (dependent/BPD) Hypervigilance, ACEs, and emotional regulation circuits Boundaries with narcissistic dynamics (including the “victim narcissist” pattern) Anita's staged model (Stages of Change × grief work): Unaware → Aware → Ready → Action → Maintenance → Integration (Empowered → Resilient → Authentic) Therapies that help ADHD brains: EMDR with resourcing, IFS/parts work, polyvagal-informed regulation Eric's EMDR story: from trigger spirals to co-regulation Try this: Notice your next automatic “yes.” Ask: Is this aligned with my values, or is my nervous system chasing safety? Then practice one tiny boundary this week and track before/during/after. Resources mentioned: Anita Sandoval — (course: Empower Her Pathways) Broken Chains (English/Spanish) Dr. Ramani's work on narcissism (Should I Stay or Should I Go?) Modalities: EMDR, IFS/Parts, Polyvagal-informed approaches Coaching & community: Evening Coaching Group — interest survey We're exploring a fall evening section (proposed Wed, Sept 18 • 5pm PT / 8pm ET) led by ADHD reWired Coach & LCSW Kristin Marts, at a budget-friendly rate (starting at $999) if we move forward. Deadline to weigh in: Aug 15. Take the short survey at .  Complete the survey to enter to win 6 months free in our Alumni community ($240 value) or 1 year free of Adult Study Hall ($240 value). Adult Study Hall (ASH) — virtual co-working & body doubling. Free 1-week trial, then $19.99/mo or $150/yr at . Connect with Anita:  | Podcast: Empowering Women in Conversations

Have you ever had that quiet, unsettling feeling that your role no longer fits? Like you're still showing up, doing the job—but something inside has shifted? In this solo episode, I explore the subtle (and not-so-subtle) signs that you might have outgrown your role.I share a personal story from an industry awards dinner that made me realise I no longer belonged in the world I once felt part of. From there, we look at five key signs that often show up when it's time for change—whether it's feeling underused, disconnected from purpose, or quietly dreading Monday mornings.This isn't about making a sudden leap. It's about paying attention to the signals, following your curiosity, and starting to explore what might come next.I'll also share three practical things you can do if any of this resonates—including how to get hold of my free Should I Stay or Should I Go? guide.Whether you're at the start of this feeling or deep in the middle of it, this episode is here to help you reflect, reconnect, and take a step forward.Thanks for listening! If you need support with your career:call me on 07833 593875email mark@bravocoaching.co.ukvisit www.bravocoaching.co.uk

Episode #1003 Feel stuck in your relationship and not sure whether to work on it or walk away? In this episode, Doug Holt and Coach Mark Smith break down the tough questions men face when their marriage or partnership feels off. No fluff—just real talk about what it means to lead in your relationship, how to stop avoiding the hard conversations, and a simple framework to help you decide if it's time to recommit or move on. If you've been feeling disconnected, unheard, or unsure whether there's still love left, this one's for you. The guys talk about how to be the best version of yourself for 30 days, what to actually say when you're ready to speak up, and what to look for to know if your partner's still in the fight with you. Whether you're on the fence or already drifting apart, this episode will help you see the path forward—with clarity and courage.

Send us a textPastor Johnnie preaches a message from 1 Kings chapter 19. #sermons #inspiration #motivationShould I Stay or Should I Go? - Pastor Johnnie Simpson Jr. https://www.instagram.com/pastorjsimpjr/https://twitter.com/pastorjsimpjrhttps://www.facebook.com/pastorjsimpjr/https://pastorjohnnie.blogspot.com/https://www.threads.net/@pastorjsimpjrhttps://www.tiktok.com/@pastorjohnnie

Happy Ever After! She's back! Join me in welcoming the incredible Kate Anthony for her 4th appearance on Divorce Doesn't Suck! This time, she's sharing her Happy Ever After Story—and trust me, you won't want to miss it. Kate is the host of the NYT-recommended Divorce Survival Guide Podcast, a certified coach, and a powerhouse advocate for women navigating divorce—especially moms coming out of toxic or abusive relationships. She's been where you are, and she's here to help.Find Kate here:Web: kateanthony.comIG: @thedivorcesurvivalguideFB: Your Divorce Survival Guide with Kate AnthonyFB: Should I Stay or Should I Go? with Kate AnthonyTikTok: @ thedivorcesurvivalguid

We invented a game called Should I Stay or Should I Go, where we get drunk and judge whether his weird little habits are green flags or a reason to run. From clapping when the plane lands to knowing way too much about astrology, no man is safe and some of our “stays” might shock you. PS: We're dropping two episodes a week all May. See you on Tuesdays and Thursdays ♥️Follow us on ⁠⁠⁠⁠IG⁠⁠⁠⁠ and ⁠⁠⁠⁠TikTok⁠⁠⁠⁠ Follow ⁠⁠⁠⁠Chloe⁠⁠⁠⁠ & ⁠⁠⁠⁠Alexa⁠⁠⁠

Thinking about divorce but paralyzed by fear? In this episode, we dive deep into knowing when to stay, when to leave, and how to reclaim your strength if you're facing coercive control, financial manipulation, or emotional chaos. Family law expert Lois Liberman joins Erica from The Crazy Ex-Wives Club Podcast to break it all down.In this episode of The Crazy Ex-Wives Club, I sit down with powerhouse divorce attorney Lois Liberman—who brings more than 30 years of wisdom, grit, and heart to one of life's most daunting crossroads: deciding whether to stay or leave. Lois shares her real-talk insights on navigating the emotional and financial maze of divorce, from spotting the signs of coercive control to reclaiming your power when fear tries to keep you stuck. 

After betrayal, both partners can find themselves stuck in overwhelming thoughts. The betrayed partner may struggle with replaying painful memories and fearing the future, while the partner who acted out may feel shame, regret, and self-doubt. In both cases, the emotional brain (limbic system) can hijack the logical brain, making it hard to make choices based on values, integrity, and true healing.In this episode, we'll explore how to shift out of the mental chaos and into heart-centered clarity, so both partners can make intentional, healing choices. You'll learn:✅ Why betrayal puts your brain into survival mode (and how to shift out of it) ✅ How fear, shame, and guilt can drive reactive, unhelpful behaviors ✅ The power of tuning into your body as a guide for healing and connection ✅ How to make values-based decisions instead of emotionally driven ones ✅ Practical tools for both partners to rebuild trust and stay groundedWhether you're the betrayed or the one who betrayed, this episode will help you get out of your head, reconnect with yourself, and create space for true healing—individually and as a coupleThank you for tuning in to our podcast for couples healing from infidelity and betrayal. As certified coaches, we aim to provide support and guidance for those who decide to stay in their relationship. We offer valuable insights, empathy, and hope on the journey toward healing. Join us weekly for encouragement, skills, and expertise.Your hosts are Certified Relational Recovery Coaches specializing in Infidelity and Betrayal:Hali Roderick- TICC, PCC, APSATS CPC-Candidate, ERCEM CandidateRead Hali's BioBook with HaliStephanie Hamby- MCLC, ACC, APSATS CPC, ERCEM CandidateRead Stephanie's BioBook with StephanieEmail Stephanie: stephaniehambycoaching@gmail.com Contact us:  info.choosingtostay@gmail.comChoosing To Stay Webinar: Free monthly webinar with Hali for those Choosing To Stay after infidelity and betrayal.Help. Her. Heal. for Men - Learn more about empathy, conflict resolution, and healthy communication and gain the skills to begin healing a broken relationship. Led by Hali. Empowerment After Betrayal for Men - A betrayal trauma support group for men who have been betrayed where they can gain tools and resources to recover from betrayal trauma in a healthy way while being surrounded by a supportive community. Led by Hali.Healing Hearts Couples Group - A supportive community for couples seeking healing after betrayal and infidelity, emphasizing the development of empathy, integrity, and authentic intimacy, offering practical tools, skills, and a nurturing community to navigate challenges and foster relational growth. Led by Stephanie. Choose Renewal Group: For women recovering from unwanted sexual behavior. Our focus is on recovery and healing from patterns of sexual acting out. This group aims to provide a safe, nurturing community where women can find support and guidance on their journey towards renewal. Led by Stephanie. Healing Hearts Self-paced Course: A 15-week course for couples healing from betrayal, emphasizing empathy, integrity, and authentic intimacy while providing practical tools for relational growth. Each partner takes the self-paced course separately, with weekly lessons, journaling, and note-taking sections.More from Choose Recovery Services:Choose Healing - Betrayal Trauma support for womenChoose 90 for Men Choose 180 for MenChoose 360 for Men Road to Recovery Should I Stay or Should I Go? Empowered Divorce Q&A The Empowered Divorce Podcast Choose Recovery on Instagram

Our most popular and listened to guest for over a decade! Join Christine Louis de Canonville for a discussion about her newest book, The Ghost in the Machine: Unmasking the Hidden Psychology of Narcissistic Abuse. This will be done as a series for this podcast and also for Christine's YouTube channel. Today we go in depth on Chapter 2: DECODING THE DILEMMA AND TAKING CONTROL:              Navigating "Should I Stay or Should I Go."     Christine Louis de Canonville, B.A. (Hons) Theology & Psychology, MIACP, MSIACP, CMH, CHyp, MPNLP. Christine is a recently retired psychotherapist and clinical supervisor living in Dublin, Ireland. She is also an author, a professional trainer, and international speaker, a lecturer, workshop facilitator and was an external examiner. She worked in the area of mental health and trauma recovery for over 35 years, providing psychotherapy to children and adults for a range of life issues, including Addictive Behaviours, Anxiety, Anger, and Relational Issues. For 5 years, she worked in the Trauma Unit of St. Brendan's Psychiatric Hospital under the watchful eye of the eminent Professor Ivor Browne. In 1995 she set-up her own private clinical practice where she now specialises in Narcissistic Abuse Recovery.Become a supporter of this podcast: https://www.spreaker.com/podcast/mental-health-news-radio--3082057/support.

In this episode, Lundy Bancroft, a renowned expert on narcissism, abusive relationships, and the family court system, reveals how abusive men manipulate both their partners and the legal system to maintain control. With over 30 years of experience working with abusers and training professionals, Lundy exposes the subtle and overt tactics used by high-conflict individuals to gain power in custody disputes and other legal battles. He shares eye-opening insights from his books, Why Does He Do That? and The Batterer as Parent, highlighting the systemic failures in family courts that often work in favor of abusers, despite clear evidence of harm. Lundy explains why survivors of abuse find themselves in difficult, uphill battles when trying to protect their children and the emotional toll this takes. Lundy also provides practical advice for mothers navigating high-conflict divorces and custody disputes, outlining critical steps to level the playing field and protect children from further harm. He dives deep into the biases within the legal process that enable dangerous individuals to gain access to their children, even when their behavior is abusive. Through this conversation, Lundy offers a powerful look into how the family court system operates, how survivors can reclaim their power, and the ways in which we can push back against a broken system. This episode is an essential listen for anyone dealing with narcissism, abuse, and the complexities of high-conflict divorce and custody battles.   Connect with Lundy: Book - Not To People Like Us: https://www.amazon.com/People-Hidden-Abuse-Upscale-Marriages/dp/B0009K75UO Book - When Dad Hurts Mom: https://www.amazon.com/When-Dad-Hurts-Mom-Witnessing/dp/0425200310 Book - The Batterer as Parent: https://www.amazon.com/Batterer-Parent-Addressing-Domestic-Violence/dp/1412972051 Book - Should I Stay or Should I Go?: https://www.amazon.com/Should-Stay-Relationship-Can-Should-be/dp/042523889X Book - Daily Wisdom: https://www.amazon.com/Daily-Wisdom-Does-That-Encouragement/dp/0425265102#:~:text=Book%20details&text=Lundy%20Bancroft%20expands%20on%20his,what%20is%20happening%20to%20you. Book - The Joyous Recovery: https://www.amazon.com/Joyous-Recovery-Approach-Emotional-Wellness/dp/0578464691 Book - In Custody: https://www.amazon.com/Custody-Carrie-Green-Novel/dp/B09BGLY3P8 Website: https://lundybancroft.com/ Listen to Lundy's BorderlinerNotes YT episode: https://youtu.be/ywsTdzkiPF0?si=TUOmWrBy1pH8u7n1   Journey Beyond Divorce Resources: Follow JBD on Instagram: @journey_beyond_divorce Book a Free Rapid Relief Call: http://rapidreliefcall.com  Join the High Conflict Divorce Support Group: https://www.jbddivorcesupport.com/hcdsg A word from our sponsor: TalkingParents provides a comprehensive platform designed to simplify co-parenting and enhance communication between parents. With secure messaging, a shared calendar, and features for tracking parenting time, TalkingParents ensures that all important details and agreements are documented and accessible.  We're grateful for TalkingParents' support in simplifying co-parenting and enhancing communication for our listeners. Discover how TalkingParents can bring clarity and organization to your co-parenting journey at www.talkingparents.com/jbd

Check out our review of ‘The Monkey' by Osgood Perkins, based on the short story by Stephen King. We'll also share our reactions to the 2025 Academy Awards and our overdue top-10-movies list of 2024. Beforehand, we'll discuss the week's top entertainment news during our signature segment: the Toms. This week's stories include Zendaya joining the cast of ‘Shrek 5'; John Lithgow to play Dumbledore in HBO's Harry Potter series; Kathleen Kennedy may or may not be leaving LucasFilm; and more! Enjoy!TIMECODES… Intro (0:00)The Toms: Entertainment News (2:03)‘Shrek 5' Casting Reveal (2:34)R.I.P. Gene Hackman & Michelle Trachtenberg (4:22)Our 2025 Oscar Reactions (8:27)John Lithgow to play Dumbledore in HBO series (28:23)Kathleen Kennedy: Should I Stay or Should I Go? (30:07)‘The Punisher' is getting a Disney+ special (32:46)Warner Bros. Games shuts down several studios (34:19)Holden's Top 10 Movies of 2024 (36:44)Jimmy's Top 10 Movies of 2024 (56:35)Holden's 10 Worst Movies of 2024 (1:03:12)Non-Spoiler Review of ‘The Monkey' (1:14:03)*SPOILER REVIEW* of ‘The Monkey' (1:24:03)What Are Ya Doin'? (1:34:57)SOCIAL MEDIA LINKS...Email: tomppodcast@gmail.comYouTube: https://www.youtube.com/channel/UCU2jjOm3gwTu2TVDzH_CJlwFacebook: https://www.facebook.com/That-One-Movie-Podcast-535231563653560/Twitter: https://twitter.com/TOMPPodcastPatreon: https://www.patreon.com/tomppodcastINTRO MUSIC... "Constellation" by Brian Hanegan

In this episode of Top Self, Shanenn sits down with Dr. Rachel Glik, a licensed professional counselor with over 30 years of experience as a couples and individual therapist. Dr. Glik shares insights from her new book "Soulful Marriage: Healing your Relationship with Responsibility, Growth, Priority, and Purpose," offering her thoughts on how to nurture lasting love and embrace conflict as an opportunity for growth.Golden Episode Nuggets:

This week, we're diving into an essential topic for these times - how to stay through difficult experiences with others. I'll talk about the importance of staying with discomfort for the benefit of our community and the more-than-human world around us. Plus we'll talk about the key elements we need to help stay through the challenging times as well as when to say, “Thanks but no thanks!” and leave with integrity.You will learn:// Why discomfort is inescapable in any community… and how it's a GOOD thing// Why it's important to stay present through the discomfort if we want fundamental change// The difference between staying through discomfort and tolerating bullshit// When to  LEAVE// The key elements we need to cultivate so we can stay through the challenging momentsResources:// Episode 1: Why we tolerate and how to stop// Episode 29: Should I Stay or Should I Go?// Episode 37: How to Disagree Like a Buddha// If you're new to the squad, grab the Rebel Buddhist Toolkit I created at RebelBuddhist.com. It has all you need to start creating a life of more freedom, adventure, and purpose. You'll also get access to the Rebel Buddhist private group, and tune in every Wednesday as I go live with new inspiration and topics.  // Want something more self-paced with access to weekly group support and getting coached by yours truly? Check out Freedom School – the community for ALL things related to freedom, inside and out. We dive into taking wisdom and applying it to our daily lives, with different topics every month. Learn more at JoinFreedomSchool.com. I can't wait to see you there!  // Have you benefited from even one episode of the Rebel Buddhist Podcast? I'd love it if you could leave a 5-star review on iTunes by clicking here.

Amy Dixon is the author of three picture books—Maurice the Unbeastly, Sophie's Animal Parade, and Marathon Mouse, as well as a middle-grade novel, Annie B., Made for TV. When she's not writing, she is editing and marketing other people's books. She writes from her home in Clovis, CA, where she lives on a steady diet of popcorn and coffee.   Rob Dixon is the author of Together in Ministry: Women and Men in Flourishing Partnerships. In addition to serving on InterVarsity staff for more than twenty-six years, Rob teaches at Fuller Theological Seminary and Fresno Pacific University. In his free time, Rob enjoys pickle ball, long runs, and cheering for the LA Dodgers (boooo).   Along with illustrator Jennifer Davidson, Amy and Rob have written a beautiful picture book entitled, Penny Preaches.   Articles mentioned: Should I Stay or Should I Go? Guidance for Egalitarians in Complementarian Contexts   Raising Up Allies: A Standardized Pathway for Developing Men into Allies to Women

It's time to revisit the topic of narcissism, as Jameela re-releases one of the most appreciated episodes from the I Weigh archive. Join Clinical Psychiatrist and author Dr. Ramani Durvasula who helps Jameela break down the ins and outs of narcissism. They cover what it is, the different forms it takes, how the world encourages narcissism in its leaders, how to recognize narcissism in a relationship, the ways narcissism is nurtured, how to survive in a relationship with a narcissist, and more. Check out Dr. Ramani Durvasula's books on narcissism, Don't You Know Who I Am and Should I Stay or Should I Go wherever books are sold.  You can follow Dr. Ramani Instagram @doctorramani  If you have a question for Jameela, email it to iweighpodcast@gmail.com, and we may ask it in a future episode!You can find transcripts from the show on the Earwolf websiteI Weigh has amazing merch – check it out at podswag.comSend what you 'weigh' to iweighpodcast@gmail.comJameela is on Instagram @jameelajamil and TikTok @jameelajamilAnd make sure to check out I Weigh's Instagram, Youtube and TikTok for more!Listen to I Weigh on the SiriusXM App for an all access pass for music, radio channels and plenty more - use this link: siriusxm.com/iweigh

This week on The Broski Report, Fearless Leader Brittany Broski shows off her new stim toy collection, researches BPAs and other environmental health concerns, discusses the Despicable Me universe, and discovers the etymology subreddit. 

Alex Bennett and Jordyn Woodruff discuss what gives guys the ICK, Love Island UK & US drama and JW thought her boyfriend died?? Then the girls discuss the ‘For You' theory, if comfort in their relationship ever scares them & if it's ok to date your friends ex. Timestamps: 00:00:00 - The Demure Trend 00:04:25 - Screen Time and Parenting 00:08:53 - An Anxious Wait 00:13:19 - Love Island and the Kardashians 00:17:26 - Love Island's Breakup 00:21:30 - The Reality of Situations 00:25:32 - The Debate Over Booth vs Chair Seating 00:29:36 - Pregnancy Nesting 00:34:23 - Living Conditions in Fraternity Houses 00:38:29 - Comfortable but Anxious in a Stable Life 00:42:57 - Embracing the Chaoticness 00:47:06 - Choosing what works for you 00:51:11 - Dogs' Unconditional Love 00:55:22 - Toned Deaf Response to a Sensitive Topic 00:59:22 - Navigating the Past with an Ex-Friend 01:03:30 - Should I Go on a Second Date? 01:07:38 - Introduction to the Mean Girl Pod ------------------------------------------------------------------ Follow us on instagram at @meangirlpod, Alex @justalexbennett and Jordyn @jordynwoodruff ------------------------------------------------------------------ Presented By Monster Energy #MonsterEnergyBrandPartner #MonsterUltra https://www.monsterenergy.com/en-us/energy-drinks/zero-sugar/ Thank you to our partners this week: BetterHelp: This episode is sponsored by BetterHelp. Give online therapy a try at https://www.betterhelp.com/MEANGIRL to get 10% off your first month and to get on your way to being your best self. Cozy Earth: Upgrade your nights and transform your days with Cozy Earth. Get up to 40% off at https://www.cozyearth.com/MEAN using code MEAN. AND don't forget to tell them we sent you in the post-purchase survey to get FREE socks! Anytime Fitness: To claim your FREE Anytime Fitness trial pass, visit: https://www.anytimefitness.com/try-us-free/?utm_source=influencer&utm_medium=paid-social&utm_campaign=audio-meangirlpod to and get yours today! ------------------------------------------------------------------ Powered By: https://www.justmediahouse.com Edited & Produced by: https://www.creativeevolutionstudios.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices