Podcasts about strategic

When small manufacturers hit a growth ceiling, the problem usually isn't the product, it's the constant firefighting, isolation, and lack of structured strategy. Strategic thinking, leadership development, and smart capacity planning often get pushed aside in favor of “just getting through the week.” Today's guest, Brian Becker of Becker Growth Strategy and program director of the Manufacturing Accelerator Program (MAP), helps small manufacturers escape that reactive mode and build organizations that are designed to scale on purpose, not by accident. In this episode of Marketer of the Day, Brian shares how MAP, a tuition-free, national, virtual executive education program gives small U.S.-based manufacturers the tools, peer community, and strategic frameworks they need to grow. He explains why founders often feel alone on an “island,” and how curated cohorts, breakout rooms, and cross-industry conversations (including everything from biotech to feral pig trapping to chocolatiers) create mastermind-style support that changes how owners think and lead. Brian dives into focus and execution as the real differentiators between businesses that plateau and those that expand. He walks through his “future casting” exercise, where owners imagine their ideal business five years from now with smooth operations, predictable revenue, strong team, and then reverse engineer the concrete steps to get there. From figuring out whether you truly have a sales problem or a capacity problem, to deciding whether to chase that dream big-box retail contract, Brian shows how clarity leads to better decisions.He also breaks down a practical task triage system what only you can do, what you can delegate, and what you should only touch on your worst day along with a powerful sports analogy of running a business like a soccer team: you can't play offense (big growth goals) if your defense (operations, fulfillment, and retention) isn't solid. For manufacturers eyeing larger enterprise customers, Brian shares the risks of overreaching too soon and how to ramp capacity intelligently so big opportunities don't become “career killers.” Beyond operations, Brian tackles workforce development and the talent gap in U.S. manufacturing, especially among younger workers. He explains how reframing roles around STEM, robotics, complex problem solving, and hands-on challenges can make manufacturing careers more attractive to the next generation, and how MAP is bringing in workforce experts to help owners rethink how they present and structure these jobs.Throughout the conversation, Brian emphasizes that no one is coming to save your business, but the right questions, the right community, and a willingness to invest time in your own growth can completely shift your trajectory. He shares hard-won lessons from his background in education, nonprofit fundraising, and as COO of Well Found Foods during COVID, plus life advice from his football days: “You said you wanted to be one. This is what being one means.” https://youtu.be/moRBOQXR_ck?si=TNRP9_l6sWXZnqpJ If you're a small manufacturer (or any small business owner) who feels stuck in the weeds, struggling to scale, or unsure whether to double down on sales or build capacity first, this episode will give you concrete mental models, frameworks, and next steps. Tune in to learn how to think more strategically, delegate more effectively, build your peer network, and grow a manufacturing business that doesn't depend on you doing everything yourself. Quotes: “Business owners oftentimes can fall into the trap of worrying about everything else except for the strategic growth of the business.” “Every single business is different, and most importantly, it's because of you and the other people in the business; there's no one-size-fits-all solution.” “For most business owners, they need to invest in themselves, and the sooner they can understand that no one is coming to save them,

Trump Admits Strategic Defeat In Iran, Returns To Previous Successful Policy Of Siege Ignoring Netanyahu Demands For Total War! Trump Admin Has “Ordered” Israel To Stop Attacking Lebanon As Huckabee Accuses Israel Of “Horrific Acts Of Terror

Joel Skousen has spent nearly five decades helping people answer one question: where should you live when the systems around you start to fail? This talk has never been available publicly. Joel delivered it at Exit & Build 2, and we're releasing it now for the first time. In it he walks through the core of his life's work: Strategic relocation and how to evaluate where you live right now. Population density, prevailing winds, nuclear and military target proximity, water access, growing season, state law, and the neighbors you'd actually be depending on. Joel breaks down why he looks west of the Mississippi, which states he's changed his mind about, and the mistakes people make when they relocate for the wrong reasons. Home and retreat security. Joel is an architect who's designed high security residences across North America, Canada, and Latin America. He gets into secure room design, EMP-protected power, water and food storage, and what actually holds up versus what just feels safe. And the honest assessment of the threats. Grid failure, EMP, economic collapse, war, and the long-term consolidation of surveillance and control. Joel doesn't sugarcoat any of it, and he'll tell you why he refuses to. His view is that optimism is what keeps people from preparing. About Joel Skousen Former Navy and Marine Corps fighter pilot turned architect. He began writing The Secure Home in 1979, making him one of the genuine pioneers of the modern preparedness movement. He's the author of Strategic Relocation: North American Guide to Safe Places, still the definitive reference on threat-based relocation, and co-author of The High Security Shelter Book with his son, a structural engineer. He has published the World Affairs Brief every week for decades. Joel is speaking at Exit & Build 6 We just announced it. Joel is joining us in person at Exit & Build 6, November 5 through 8, 2026, at Sovereignty Ranch in Bandera, Texas. He's giving a full talk plus a hands-on workshop, going deeper than he could in the time he had here. Nuclear and fallout protection, secure water and food storage, EMP-protected long-term power, evading social unrest, and the secure room design he's spent a career refining. You'll be able to walk up and ask him about your own property, your own plan, your own situation. Exit & Build 6 is four days on a working regenerative ranch in the Texas Hill Country with speakers and builders across the counter-economy, decentralized tech, private realm structures, food and land, and lawful remedy. The whole event is built around implementation zones, where you don't just take notes. You leave with your crypto wallet funded, your privacy gaps closed, your land or community plan drawn up, and your private realm pathway mapped. Ticket prices go up August 31st. Get your ticket: https://exitandbuild.com  Brought to you by Live Free Academy. Stay free out there.

Everyone weaponized trade policy at once this month, and the targets weren't always the obvious ones. Trump's latest tariff threats landed on the EU in retaliation for European fines on tech firms, which makes this a regulatory fight dressed up as a trade fight - and means every EU competition decision is now a potential tariff-triggering event. Add a threatened 100% tariff on generic drugs, and the low-cost end of the US supply chain starts looking fragile. Meanwhile the bill from the Iran war is arriving late but arriving. Strategic reserves are thinning, diesel and jet fuel are tight, and the Houthis are now vowing a maritime blockade on Saudi Arabia, which puts the other oil export route in play alongside Hormuz. The New York Times Peter S. Goodman takes the diesel crisis all the way down to Bangladeshi smallholder farmers who need it to pump water, which is a useful corrective to the European trucking angle. Heat is doing macro damage too: Europe's grids were built for a different climate, and retrofitting Switzerland alone for cooling carries a price tag in the hundreds of billions of francs. Then there's China, which is quietly running the export control playbook it spent five years complaining about. Beijing is tightening controls on outbound investment by companies and citizens, Huawei has engineered its way around US export controls with chip stacking and other workarounds, and the emerging assessment is that China came through the trade war in better shape than most of us assumed. Ardian and Rob get into whether export controls actually do anything beyond forcing innovation, whether the "Chinese model is collapsing" story is analysis or politics, and what it means for an export machine if the rest of the world eventually can't afford to buy. Which leads to Europe. The EU is talking tougher on Chinese overcapacity and subsidies, but China can retaliate faster through rare earths and critical inputs. Brussels keeps signing rules-based agreements - Mercosur, Switzerland, the post-Brexit deal - covering tariffs, services, labour and environmental standards, digital rules and investment protection, while US deals go transactional and bilateral. The awkward part: Europe hasn't actually used any of those agreements against subsidized Chinese manufacturing yet. Plus: TS correspondent Michelle returns from six months inside the Walmart employees subreddit with a report on drone cages in the parking lot, stolen Zebra scanners, and Walmart's two podcasts. There's a global whey protein shortage, a Geneva perch bumper crop, a man who allegedly stole a Sea-Doo in Canada and livestreamed his illegal border crossing, and an Air Canada pilot who spent 17 years in the cockpit without a licence.

It's Thursday and that means a 2 Minute Financial Drill! Now that we're slowly creeping into the fall and the pending restart of the HALO Academy in a new format (more on that later) keep an eye out for these. This one is clipped from Pete Moore's panel with Brian Smith at Piper Sandler at this past Athletech News ATN Summit in NYC. ● PureGym US, Crunch area developers, and Planet Fitness area developers are the three strategic buyers actively circling independent clubs right now. ● These buyers are contractually obligated, through franchise development milestones, to open in a market whether or not an independent operator agrees to sell. ● Irrational development, i.e. overclubbing a market, is described as the biggest risk to profitability for independent operators and investors alike. ● If a strategic buyer reaches out, engaging is recommended over ignoring the outreach, since they will build around an operator who doesn't transact.

232. Key Differences Between Visibility and Self-Promotion   In this episode of the Visibility Factor Podcast, Sue Barber discusses the critical distinction between visibility and self-promotion, emphasizing the importance of strategic visibility in leadership. She explores how individuals can authentically communicate their value and capabilities to enhance their visibility within their organizations. The conversation highlights the need for leaders to demonstrate their decision-making processes, collaboration, and business impact to gain recognition and trust from their leadership teams. Sue encourages listeners to take actionable steps to improve their visibility and prepare for future opportunities.   Key Takeaways Self-promotion focuses on getting noticed, while visibility is about demonstrating value. Strategic visibility is essential for career advancement and organizational clarity. Authenticity in communication is crucial for effective visibility. Leaders must communicate how they achieve results and why they matter. Demonstrating decision-making and collaboration is key to visibility. Visibility is not about seeking attention but about creating understanding. Preparation for unexpected challenges enhances visibility. Transparency in leadership behaviors fosters trust and recognition. Regularly sharing insights and processes can improve visibility. Taking small steps can lead to significant improvements in visibility.   Connect with Susan M. Barber If this episode resonated with you, share it with another leader who would benefit! You can connect with Susan M. Barber for coaching, leadership development, speaking engagements, and visibility strategy work focused on helping leaders become more influential, trusted, and impactful inside organizations. Check out my books, The Visibility Factor and Your Journey to Visibility Workbook! https://susanmbarber.com https://www.linkedin.com/in/susanbarbercoaching/

Patrick Larkin, Partner & Practice Leader, Cerity Partners Three years after launching his independent RIA, Patrick Larkin merged with Cerity Partners—but not because that was the original plan. He explains how ownership changed the way he viewed enterprise value, optionality, and the future of his business. In Summary Going independent is often viewed as the destination. Patrick Larkin discovered it was just the beginning. Louis sits down with Patrick, Partner and Practice Leader at Cerity Partners and former founder of Oak Hill Wealth Advisors, to discuss an unconventional journey: leaving Wells Fargo to build an independent RIA, then choosing to merge that business just three years later. Rather than following a predetermined exit strategy, Patrick shares how ownership fundamentally changed the way he thought about enterprise value. A conversation with a prospective acquirer revealed that buyers weren't interested in purchasing a book of business—they were looking for a business. That realization reshaped how he invested, hired, delegated, and ultimately positioned his firm for the future. The conversation from our Build Grow & Transact series also offers a candid look at life after a merger, from evaluating cultural fit and partnership to balancing autonomy with the resources of a larger organization. More broadly, it illustrates how ownership creates optionality—and why the most valuable decision an advisor makes may not be the one they originally envisioned. The Storyline After spending nearly 15 years building a successful practice at AG Edwards, Wachovia, and Wells Fargo, Patrick Larkin launched Oak Hill Wealth Advisors in 2022 with a simple objective: build a business on his own terms. Like many advisors, he expected independence to be the final destination for a long time. But then there was the realization that ownership changes more than economics; it changes perspective. And it became the beginning of an entirely different way of thinking. As acquisition inquiries arrived sooner than expected, Patrick realized something that fundamentally changed his strategy. Sophisticated buyers weren't evaluating his client relationships as a book of business; they were evaluating Oak Hill as an enterprise. That insight shifted his priorities from maximizing short-term profitability to building a business that could thrive beyond its founder. Just three years after launching, Patrick chose to merge with Cerity Partners—not because he was looking for an exit, but because he believed it strengthened the future for his clients, his team, and his family. Louis and Patrick explore what led to that decision, how ownership increased the value of his business almost immediately, why he compares independence to an IPO, and what advisors should consider if they hope to create options for the future—even if they don't yet know what that future looks like. Topics Covered Building enterprise value versus maximizing annual income Creating optionality through ownership Leaving Wells Fargo to launch an independent RIA Why buyers value businesses more than books of business Evaluating strategic partners and acquisition opportunities The economics of independence and business valuation Life after merging with Cerity Partners Balancing autonomy with enterprise-scale resources Leadership, succession, and building beyond the founder Long-term ownership and partnership models > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Patrick decide to leave Wells Fargo? (11:07) Patrick explains why growing frustrations around control, firm priorities, and the ability to build his business eventually outweighed the comfort of staying put. How did going independent immediately change the value of his business? (21:42) Patrick introduces one of the episode's biggest ideas: why launching Oak Hill felt like taking a company public and how ownership increased the firm's value almost overnight. Why did Patrick sell only three years after becoming independent? (20:03) An unexpected conversation with a prospective acquirer completely changed how he viewed enterprise value and accelerated his long-term thinking. What separates a business from a book of business? (21:42) Patrick discusses why recruiting advisors, delegating client relationships, and investing beyond himself made Oak Hill more attractive to strategic buyers. Why Cerity Partners? (26:48) Rather than focusing on valuation, Cerity emphasized culture, partnership, and long-term alignment—qualities Patrick says ultimately mattered most. What is life actually like after a merger? (37:57) Patrick offers an unusually candid perspective on autonomy, leadership, and why he says he hasn't second-guessed the decision once. Key Takeaways Ownership creates opportunities that often aren't visible until after independence. Enterprise value is built by creating a business that can thrive beyond its founder. The first acquisition conversation can be valuable even if no transaction occurs. Cultural alignment may ultimately matter more than valuation when selecting a long-term partner. Independence doesn't eliminate future options—it expands them. Strategic transactions can strengthen outcomes for clients, employees, and owners simultaneously. The goal isn't simply to own a business; it's to create choices for what comes next. https://youtu.be/f7FGLGjBbyo Quotable Moments “The day Oak Hill launched felt like the business had gone public.” “Potential acquirers weren't interested in buying a book. They were interested in buying a business.” “Ownership isn't simply about control. It's about creating optionality.” “The fear of leaving is almost always worse than the actual experience of leaving.” FAQs Why did Patrick Larkin merge with Cerity Partners only three years after launching his RIA? Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Why does Patrick compare independence to an IPO? Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. What changed after Patrick became independent? Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. What made Cerity Partners stand out? Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. Is this episode only relevant for advisors considering selling? No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. What is the biggest lesson Patrick hopes advisors take away? That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Patrick explains that independence changed how he viewed enterprise value. After learning what sophisticated buyers were actually looking for, he intentionally built Oak Hill as a business rather than simply managing for annual profitability. Because ownership immediately transformed the economic value of his practice. Rather than participating in an internal succession model, he owned an independent enterprise that carried substantially greater market value. Beyond gaining control, he began making decisions through the lens of enterprise value—investing in advisors, systems, and infrastructure that would make the business less dependent on him personally. Patrick cites the firm's culture, partnership model, meritocracy, long-term vision, and ability to combine local autonomy with enterprise-level capabilities. No. The broader lesson is that ownership creates flexibility. Whether an advisor ultimately remains independent or joins another organization, understanding how enterprise value is created can influence decisions from day one. That independence isn't simply about leaving a firm. It's about creating the ability to choose what comes next on your own terms. Related Resources From Start-Up to $31B Behemoth RIA: The Catalysts Behind the Growth of Mega-Firm Cerity Partners Ownership Matters: What Advisors Need to Know When Evaluating Firms Top Tips for Setting Your Business Up for Success Years Before a Move Patrick LarkinPartner and Practice Leader Patrick is a Partner and Practice Leader in the Lansdowne, VA office. He is a member of the Lansdowne Practice, where he works closely with families, foundations, and non-profits to help them define and achieve their financial goals with clarity and confidence. With a deep specialization in retirement income distribution planning and complex risk and wealth management strategies, Patrick is known for helping clients simplify complicated financial decisions, reduce uncertainty, and build sustainable, long-term plans. His approach emphasizes fiduciary responsibility, transparency, and personalized guidance — ensuring clients always feel informed and empowered. Prior to joining Cerity Partners, Patrick was the founding member of Oak Hill Wealth Advisors, where he built a highly respected independent advisory practice that earned the trust of families, professionals, and mission-driven organizations across the region. His leadership was instrumental in shaping a client-first culture that continues today. Patrick's work is rooted in a passion for long-term relationships — guiding clients not just through markets, but through life's milestones such as retirement, business transitions, philanthropic planning, and wealth transfer across generations. He takes pride in being both a strategic advisor and a steady partner to the people he serves. Patrick lives in Bluemont, VA, with his wife Angela, their two children, Paige and Sean, and their Golden Retrievers, Huckleberry and Genoa. Outside of the office, Patrick and his family enjoy an active lifestyle — whether it's hiking and backpacking on the Appalachian Trail, biking the Great Allegheny Passage, or sailing on the Chesapeake Bay. These experiences reflect his belief in balance, resilience, and enjoying the journey — values he also brings to his work with clients. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate proof of concept that they not only trusted you with their clients and their life’s work, but now also with their family’s wealth. So I like that, kind of the full life cycle there. So I’m curious, though, you stayed at Wells through a really turbulent time through the fake bank scandal. There’s a lot of attrition. I mean, obviously, they’re still a powerhouse to this day, but what kept you at Wells for as long as it did before you left in 2022? Patrick Larkin: You described it as a turbulent time. Pretty turbulent might be an understatement. Even before Wells, the transition to Wells, Wachovia Bank had been the first company that we transitioned to from A.G. Edwards. And we, of course, went through the financial crisis during that time period and handholding our clients and helping them get through that time period and dealing with concerns that we shouldn’t really have to be prepared with. “Is my money safe? It’s not what’s happening to the market, but is my money safe in your institution?” But once things stabilized, I found real purpose in partnering with some of the retiring advisors and opportunities that came up. It was a really wonderful climate and atmosphere in our local office. It was really a family-like atmosphere, and I still had a lot to learn. And all those advisors that I partnered with, I’ve joked I’ve never had an original idea in my entire life. I stole all my good ideas from them. And some of them were really ahead of their time, and I learned, adopted, and built my own philosophies by working closely with them. Ultimately, by the time I left Wells Fargo, I was finishing up the fifth sunset program and had only made my way halfway through the sunset before the opportunity presented itself to create my own practice. Louis Diamond: So I’m curious, when did you first seriously start thinking about leaving and what really tipped the scales for you? What was the proverbial straw that broke the camel’s back? Patrick Larkin: Yeah, it really was a number of small items and ultimately one big one. But for a long time, I’d been content, but as I tried to grow the business beyond what I could do individually, I felt like I kept running into walls. There were it felt like limitations on how I could build out my team and structure the practice the way I envisioned it. Additionally, there were some new policies that also started to bother me. One of them was the platform advisory fee, which in my eyes was less about client transparency and more about replacing a declining revenue source on the firm’s balance sheet. And after dealing with clients and helping them through the bank scandal at the firm, I was concerned that this would come back and hurt me and the relationships that I had with my clients. Incidentally, I just recently onboarded a new client that transferred to us. And for them, looking at their statement, identifying this platform advisory fee- Louis Diamond: Oh boy. Patrick Larkin: … was the last straw for them before they moved about 15 million of assets to us. Also, I thought I would be I would be a better allocator of resources than Wells Fargo. Wells Fargo retained about half of the revenue that I earned for the business. They seemed to think that the best allocation of that money was additional middle management. Whereas, I thought investment in technology, investment in additional personnel, and an investment in marketing were best places to continue to build out my vision. The final straw, and really a thing that crystallized everything for me was when I read a book in 2021 called The Infinite Game, a book written by Simon Sinek. Chapter eight, the title is Ethical Fading. And it uses the Wells Fargo bank scandal as a case study in what happens when a firm loses its moral compass. I read the chapter and thought, “There it is, I have to do something.” That was really the final push I needed. I mentioned earlier I was very fortunate to start my career with a company called A.G. Edwards, a regional brokerage firm. And while I was at A.G. Edwards, there was a research report that came out on A.G. Edwards as a company. And I’m going to paraphrase a little bit on what was said in that report, but ultimately there was a line in there, and it was a criticism, but I took it as a huge positive as being an employee there. The line said, “While management does not necessarily say it, we believe the client is put ahead of the shareholder.” And that was something I was very proud of. And I just, upon reflecting on it, felt confident those were words that I never was going to see go to print about Wells Fargo. Louis Diamond: So you left Wells in 2022 and founded Oak Hill Wealth Partners in Lansdowne, Virginia. Walk us through that decision. Why go independent rather than going to another firm? Patrick Larkin: I really thought moving to another firm, the things that I had grown frustrated with at Wells Fargo Advisors, I would also find at another wirehouse firm. I was ready, and honestly, the simple answer is I thought I could do better. And I wanted control after having what I felt like was very little control. I had grown frustrated with others making important decisions, and I wanted an opportunity to grab the reins and make decisions on my own. I believe at that time, the future of wealth management was going to be built around fiduciary advice, and I didn’t want to watch that from the sidelines anymore. I was watching what was happening in the industry. And as we were trying to hire new advisors, reaching out to college graduates who were studying CFP programs, identified that they were more inclined to want to start employment with an RIA than a wirehouse. What made the timing work really well was Wells Fargo had actually introduced a program to help advisors in the private client group spin off and establish their own RIAs. Now, whenever I tell this to another advisor, particularly ones that are wirehouses, they can’t understand it. And quite frankly, I don’t understand why they helped us do it, but we were about the 30th practice that they helped us through this process and they provided real support. They hired consultants, made vendor recommendations, even referrals to financing so I could pay off my last succession plan before I left. The only really upside for Wells Fargo was that the ask was that we continue to use First Clearing as the custodian. And one of the downsides for me was I was going to leave all of my deferred comp behind with Wells Fargo. Now, all clients had to do to join me was sign a positive consent. And on May 9th, 2020, we turned on our computers in our new office and our clients were already there. That same day, we launched and started a relationship with Charles Schwab. And it was so exciting to be able to start shopping for what I thought was the best FinTech, really feeling like I was stuck with proprietary tools that Wells Fargo advisors had offered. I felt like I was a kid in a candy store. And if there was a cool tool that I identified that would help us serve our clients better, I was all in and I was buying it. I really feel that some of the technology that Oak Hill eventually bought into and some of the tools we’re using now are going to take years and years before they eventually trickle down to where the wirehouses are, if ever. Louis Diamond: Interesting. So it was really it was for the most part an internal move from one- Patrick Larkin: It was- Louis Diamond: … channel to the other. Patrick Larkin: … it was an internal move, but there was no requirement to stay at First Clearing. As a fiduciary, they couldn’t make those demands. And again, they helped us with the financing, which is really unusual that they helped us secure a loan so I could pay off the last retiring advisor. It’s really unusual that a bank will loan money where there is no business at the time, but because of previous experience that financial institution had working with Wells, they helped us facilitate the transaction. And the program is still in place at Wells Fargo, which is absolutely amazing to me after the experience that I’ve just had myself. Louis Diamond: Yeah, it’s interesting. I mean, does it cannibalize a more profitable revenue source? Sure. But if the alternative was all the assets go to Schwab or Fidelity, to me, honestly, it’s smart. I think they played the long game by not being adversarial on it. Patrick Larkin: I think they played a long game and they took the philosophy, and I think they use it as a recruiting tool that if you love them, set them free. And that’s exactly what they did. Louis Diamond: So for the rest of the episode, I want to talk about your eventual, and not that long period of time, transaction or decision to merge Oak Hill with Cerity Partners. This is our Build, Grow, Transact subseries. And I was really struck by your story because you were three years or so into running Oak Hill, and then your merger with Cerity Partners, an amazing RIA closed. That’s a fairly short runway. Usually when I see folks go independent for the first time, it’s 10, 15, 20 years, maybe never, that they decide to merge or sell. I’m curious to understand your thinking about the transaction. Were you looking to do something? Or was it just like right place, right time and the opportunity presented itself? Patrick Larkin: I had started Oak Hill with the intent of eventually down the road, much closer to retirement, looking for a partner. The opportunity and what I learned early on helped change that idea and philosophy, and I adapted and made modifications to take advantage of it. Louis Diamond: Interesting. So you weren’t necessarily planning on selling or merging the business, it just kind of circumstances happened the way they did? Patrick Larkin: Yeah. When we started Oak Hill Wealth Advisors, it was a really pretty short period of time before we started getting calls from larger national RIAs about potential acquisition, much sooner than I expected. Early on, I just brushed them off, but about a year in, I took one of those calls and it really just opened my eyes up. I realized for the first time this small firm, this little practice actually had some real value, way more than I’d given it credit for. That first call, that first exploration didn’t go anywhere. It wasn’t a good fit. But what it gave me was a much clearer picture of what the serious acquirers were actually looking for. And that changed decisions I made at Oak Hill going forward. I really at that point stopped trying to optimize for near-term profit and really thought of my business as a business and started building towards enterprise value, sometimes at the cost of short-term income. And that turned out to be exactly the right call. Louis Diamond: That’s such an interesting perspective. Let’s double-click into that concept. So it sounds almost counterintuitive that if you kind of had this light bulb moment that like, “Okay, maybe I want to transact my business sooner than I initially thought.” I think most people would say, “Let’s become lean and mean. Let’s become as profitable as possible so my EBITDA’s higher.” But you took the different approach. What were the decisions you did to invest more in enterprise value rather than current cash flow? Patrick Larkin: A true business is one that doesn’t need me to be here every day to operate. And when we left Wells Fargo Advisors, it was myself and one other advisor that created Oak Hill Wealth Advisors. I was responsible for about 95% of the assets and revenue. And one of the more significant investments we made is in additional advisors. I recruited three new advisors, all CFPs, to join Oak Hill Wealth Advisors. Whereas, before I had been largely managing all the relationships myself. For someone that kind of grew up in the regional wirehouse space, it’s pretty counterintuitive to start moving relationships away from you onto other advisors. You’re trained and built to create a moat around your relationships, and realized that the potential acquirers are not interested, at least the ones I was interested in, weren’t interested in buying a book. They were interested in buying a business. And that just meant every decision we made going forward was not profit-driven, but how can I increase the value of the business? So after that first call, I knew I probably would be looking to move forward with a transaction sooner as opposed to the end of retirement. That information that I got on that first call helped me realize that when Oak Hill Wealth Advisors opened its doors on May 9th, 2022, we effectively had an IPO. I had great familiarity with how the succession plans at Wells Fargo Advisors worked. And on that day that we opened our practice, the value of my business jumped to be four to five times the value of it in a succession plan at Wells Fargo Advisors. Now, I knew going forward that I was going to be able to increase revenue. I was going to be able to increase EBITDA. I was going to potentially have some benefits from a market tailwind. I knew the multiples of EBITDA that the firms use may fluctuate, but the biggest change by far occurred leaving the wirehouse and having the value of my business grow four to fivefold in that same day. So what I really focused on was making sure that I was going to, when I was ready to start looking again after I had worked on improving the practice, really was going to look for a firm that was going to be a good cultural fit for both my clients, my team, and myself. Louis Diamond: That’s such a cool perspective. I’ve never heard anyone say that the day we launched your independent business was like an IPO. But honestly, it’s so true. You’re planting a flag in the ground that like, “Here is real value. This is value that we’ve created that we own rather than it being a book of business and a W-2 paycheck.” And it’s a fascinating perspective. Patrick Larkin: Yep. It really is amazing that the value changed that much on one day and the future value changes. Looking at the equity that I owned in Oak Hill Wealth Advisors, it made sense to consider is there a better way to take some risk off the table for myself and my family and diversify some of the equity that I had in Oak Hill Wealth Advisors with a larger enterprise? Louis Diamond: It makes complete sense. Obviously, everyone would sign up for 4 to 5X increase in value. Patrick Larkin: Sure. Louis Diamond: That’s not the reason most people go independent, but it’s important to know. And also, what I really liked about what you shared is I think a really valuable learning for anyone is those calls come in, whether it’s from annoying people like me or from an acquirer, from a firm, they’re not all noise. You took it as an opportunity to learn. Even though that first person who called wasn’t the right fit, it crystallized something in your mind and it let you make proactive decisions that ultimately paid off in spades when it came time to sign the dotted line for your transaction with Cerity. So I think it’s brilliant. And it’s very big picture, big-business-owner-type stuff that I think a lot of people will just filter out because it’s annoying and I’m young, I’m not looking to sell, but that was the journey. Patrick Larkin: Yeah, that first call changed my opinion about timing of when to move forward with a partnership. Originally, I thought this would be something at the end of retirement. The timing of doing so sooner seemed a lot more appealing after having that conversation and realizing what we had actually built. Louis Diamond: Amazing. So ultimately you decided to merge with Cerity Partners. We’ve had Kurt Miscinski from Cerity Partners on the show. They’re a real heavyweight within the RIA world. Most recently, they were valued at $8 billion in a recap, and it’s a very impressive firm. What specifically drew you to Cerity versus other potential buyers? Like you said, you got a lot of calls. Patrick Larkin: After that first call, I just got to work and focused on continuing to take care of our clients, building a team, adding new advisors, being a mentor to those advisors. But at the same time, we were being approached fairly regularly by that point. And I had a pretty good system for quickly deciding whether something was worth a second look, and most weren’t. But about a year ago, one of the national RIAs caught my attention and I started having conversations with them. And once I had progressed with them, I though, “You know what? If I’m giving this consideration, I really need to cast a wider net.” So I reached out to other RIAs that I had looked at and admired and been keeping an eye on. And ultimately, my longtime business coach, Barbara Kay, suggested I talk with Cerity Partners, a company that one of her other clients had just recently joined. And from the very first call, I could tell something was different. And I talked to many different companies. Cerity Partners, and an individual I spoke with, Geoff Newman, they weren’t leading with valuation formulas or deal structure. They were asking questions about my clients, my team, and how I actually ran the practice. They had a very defined process for identifying partners who were genuinely compatible, not just advisors with books that were transferable. And that distinction mattered greatly to me. They also offered really, in my opinion, the right balance of support and still having some autonomy. And their aspiration to deliver consistent standard of care to clients, whether they be in California or Virginia, so that those individuals get the same quality of experience, resonated with how I was already running things within my practice. That combination of support and autonomy, I really liked the idea of continuing to have oversight over my local practice, over our practice, which included the budget, salaries, and bonuses. It more than anybody else felt like a partnership and not a buyout. And I really appreciate it during that first call, Cerity was the only company that talked about a hundred-year plan. It was amazing to me to hear what their thoughts were. Most of the other firms I spoke with talked about valuations. And very quickly in the process, I found myself on a Zoom call with a Patagonia fleece vest-wearing private equity rep walking me through a valuation. And it was efficient, but it was not a cultural fit for me. And the infrastructure behind us and the combination of autonomy is really harder to find than most people think. As I progressed with Cerity, I remember early on in the process thinking to myself, “My God, I hope they want me, I hope they want me,” because I could tell I’m a very process-driven person They had a process with the way they brought me on board. And ultimately, we had a due diligence trip set up to go to one of their larger offices where I met with one of their leaders, Claire O’Keefe, part of their practice development, and had an opportunity to meet with different leaders within the firm and really get my arms wrapped around the potential that they had. Just the quality of the people I encountered through the whole process just kept reinforcing the decision. And by the time we got to the finish line, it didn’t feel like a transaction. It felt like I was joining something that I was excited to be part of. So just a little bit more about what attracted me to Cerity, their culture is just phenomenal. Cerity Partners uses the word “meritocracy” and they actually mean it. Ownership and influence here track your contribution, not your tenure or how well you play the politics. I just attended my first partner meeting in April, and without exaggeration, it was the most extraordinary professional meeting I’ve attended in my 25-year career. During the meeting, there was open debate about the direction of the firm, and every voice in the room carried weight. You could feel the culture. And that type of culture is built over years. You can’t fake it. Everyone in the room it felt like was rowing in the same direction. And by the time the meeting was over, I was so excited to get back to my team and tell them about what I had just witnessed, I wasn’t looking for the exit. I was looking for the brick wall to run through. I was so excited. And every once in a while I wonder having spent so much time in the wirehouse spaces, the bar just set really low for me when I talked to some of my other colleagues that have been independent for a long time. But it was just an absolutely amazing experience. And I do want to just add, one of the last really important things to me about Cerity Partners is I’ve been very fortunate with my career and in this profession. And part of my goal over the rest of my career is to have a legacy. And my legacy currently exists with the families I’ve advised and the team that I’ve built and have served and led. But Cerity Partners is helping me achieve even a greater legacy in our industry with our shared long-term goals. During my first meeting, they talked about their hundred-year vision of being a worldwide employee-owned professional services firm. And currently, and this is very exciting, the employees are the largest shareholder of the firm. No one else I talked to talked about their long-term goals like this, and it’s a vision I believe in. I want to contribute to help to see it accomplished. And one day when I do retire, I want to look back and see how I contribute it to a company that I believe is going to change the direction of professional wealth management. Louis Diamond: Wow. Patrick Larkin: My partnership with Cerity Partners is going to make that a reality. It’s just an amazing place. Yeah, very happy. Louis Diamond: Honestly, you can’t fake that type of enthusiasm. It sounds like- Patrick Larkin: It’s not- Louis Diamond: … you entered into a transaction, which is it’s like jumping into the deep end. How do you sort through what’s the sales process versus what’s real? How much of this is actually going to translate to my life? But hearing you not that long after the transaction, you still feel that and it’s very cool. In the press release I read, you cited estate planning, private markets access, and cross-border planning as key reasons for the merger. Can you talk about what it was about those? Maybe- Patrick Larkin: Yeah. Louis Diamond: … anything else that was missed? Patrick Larkin: Yeah. Louis Diamond: And were those not things that you felt like you could have delivered yourself as a standalone? Patrick Larkin: I thought that they were going to help me be able to be more effective in delivering those, but they weren’t the complete picture. The capabilities that we cited in the release were genuine gaps I wanted to fill and have available for clients and be able to prospect and go after new additional clients. But being fully honest, there were also deeper drivers. One was my team. Sometimes we get emotional about this. Being someone who’s trusted is really important to me, and that’s something I hold in high priority. There are people that followed me out of Wells Fargo to join me. One of my client associates had delayed her retirement so that she could join me and help us launch for the first three months. One of my other client associates has been with me close to 15 years. These are people that trusted me to do the right thing and to make sure that I wasn’t walking them off the plank. Being able to join Cerity Partners and give them a future that didn’t hinge entirely on my personal longevity was a huge relief. And Cerity Partners is an ownership culture. I’m so happy to say today that every single individual on my team in our practice in Lansdowne is now either an equity owner in Cerity Partners or very shortly will be an equity- Louis Diamond: So cool. Patrick Larkin: … equity owner. So they have a stake as well in what they’re building. It matters. My youngest client associate noticed how much it costs to send to FedEx. And he goes, “Now that I’m an owner, maybe we should rethink about sending regular mail.” Another driver was my family. And I’ve always had the philosophy of trying to prioritize and clients first, team and colleagues, and then my family. And I’ve always made decisions that if I put those others before myself, eventually I’ll be taken care of. And going through this transaction, it was so generous to my family and provided such security. There was a little bit of guilt that, “Am I doing this for all the right reasons?” But being able to secure my family’s future, converting equity in a three-year-old RIA into a stake of a $8 billion-plus valuation with institutional backing, that was a meaningful moment and I’d be less than honest if I glossed over that. I also really wanted to be part of something larger than myself. And the opportunity to help build a legacy in this business with Cerity Partners really gives me the platform to do that. Louis Diamond: Very cool. I can tell that you’re genuine, not just because of the way you sound, the way you’re speaking, but in the very beginning of the episode, you talked about the reason you got into this business was because you thought it gave you the dual purpose of being able to help people, but also being able to enrich yourself or your family. So this answer, it comes full circle. You’re able to accomplish all these goals, which made it the right decision. And I think, look, I say to advisors all the time, “You’re allowed to be greedy, you’re allowed to be selfish as long as the clients are still in the front of your mind as the most important thing.” There’s nothing wrong with doing better for clients, building a legacy in your case, but also reaping the rewards of all your hard work and labor and also all the risks that you’ve taken over your career. I got to ask you, though, from being an employee of Wells, where you were running your team, for the most part, you can run the business within their guardrails the way you want, to then running an RIA, which is really like you’re fully in control of everything, to now being a partner, but you’re not the one who has the name on the door anymore. Patrick Larkin: Right, right. Louis Diamond: Well, how do you think about the giving up control and full ownership of your practice versus owning a very small amount of a much larger entity? Patrick Larkin: There was such continuity. Oak Hill Wealth Advisors and Cerity Partners were so philosophically aligned that I genuinely never felt like I was giving up anything that I wasn’t glad to let go. My wife joined the business shortly before I left Wells Fargo Advisors. And still to this day, on my drive home from work, I call her up and say, “You’re not going to believe this.” And it’s all a positive, good thing. So Cerity has struck the perfect balance of that autonomy and support combination that I was looking for. So I still have control and a say over the way our practice is managed. Very shortly after the merger, my supervisor came down and met me for the first time, and we went out together after the day had ended. And early in the conversation I said to him, “What can I do to make your life easier?” And he said, “Pat, what can I do to make your life easier?” And that set the tone that still exists to this day. I almost cried when he said that because that was so different than what I had experienced up to that point. So the collaboration, the way we work together, it’s just absolutely amazing. And not once for a single moment have I second-guessed my decision. And it’s really weird because I’ve now been part of this organization for nearly nine months, and there just has not been one thing that’s occurred where I said, “That’s a disappointment.” It’s just been absolutely amazing every single day. Louis Diamond: Very cool. To me, there’s different arcs of when you want to ask people the question of, “Hey, any regrets?” And usually you don’t want to ask them too soon because they’re still going through the transition and integration and growing pains. And you don’t want to ask them too far in the future because you forget about what was life before. To be this short of a duration into this new partnership and to have these feelings, that’s absolutely pretty special. I got two more questions for you, Pat, if you don’t mind. Patrick Larkin: Sure. Louis Diamond: First one, economically, to me, one of the hardest things for really any advisor to really grapple with or to fully comprehend or make their own is, “I own 100% of the equity in my business. I get to decide when I want to sell in the future. My business is growing 10% per year. I wait to sell until 10 years from now, my business is going to be much bigger and I get to keep all the cash flow. I get to make all the decisions.” That compared to the path that you took, which was take cash off the table, which everyone understands, to, “Now, I own a much smaller piece of a much larger pie.” How would you talk to someone about the financial trade-off between a hundred percent ownership in their business, full control, full discretion over everything, versus becoming a minority equity partner in a larger entity? Patrick Larkin: You have to look at the valuation of my business, again, the day that we opened our doors as Oak Hill Wealth Advisors. There was such a massive jump in the value of the business. There was not going to be an opportunity for an appreciation at that level. So then, you have to compare what the growth rate is of Oak Hill Wealth Advisors versus a Cerity Partners. And I’m not embarrassed to say that Cerity Partners is and has been growing at a much faster rate of return. The value of the equity that I have retained in Cerity Partners, my ownership stake, I fully expect by the time I transact that business as I get closer to retirement, that’s going to be worth many times more than whatever opportunity I would have had at Wells Fargo with the valuation they would have provided me. Nevermind, very important, the tax consequences of a structure like this is all the retiring advisors that I worked with were taxed at their highest marginal rate. I owned a business and we were taxed at long-term capital gains rates. A significant difference in savings in what as the owner we actually realize. So yeah, I feel very comfortable with the ownership that I have and the control and continued opportunity with the meritocracy culture to increase my share of ownership in the company. Louis Diamond: Okay, and let’s do one more question here. I’ll pick it back up. So Pat, I think it’s a really cool perspective. It’s almost do your homework, and if you find the right horse and the right jockey that can run faster than you can on your own, that the equity value will compound and grow and appreciate in a faster, more efficient way than what you’re doing on your own, which makes complete sense. It’s the ultimate trade-off. And again, it’s like jumping into the deep end. On the one hand, Oak Hill was all you, right? You control the growth, for better or worse, for the good days, the bad days, the good years, the bad years, versus now your growth is diversified amongst hundreds of partners across M&A, across different lead flow channels, et cetera. It makes complete sense. But honestly, if I were an advisor, I don’t know how I would think about it. I think it’s all just fact-and-circumstance-based on where I am in my life and who the firm is and what I’m trying to accomplish. But it’s such a cool perspective because usually the playbook that we see, which is why we did this series, is go independent and there’s a long pause until there is a realization of all the value that’s been created. So seeing you do this in a much quicker timeframe, it seems like it was the absolutely right decision. To me, it just is another path, another way that an advisor or a firm is able to think about their future. Any final advice or parting words for someone who is sitting right where you were in 2021 or 2022 thinking about making the leap? And we’ll say a transition in general, or really anything you want to share to wrap our episode here. Patrick Larkin: Thank you for having me, and this is a great question. Happy to give a thoughtful answer to it. Before I’d left Wells Fargo Advisors through the program and started Oak Hill Wealth Advisors, I had an opportunity to go through a due diligence process and make sure that this was going to be a right move for me. There was no carrot out there that was obvious. I learned after that first conversation that I had built a practice that had some value to it. I was leaving behind the security of something I knew, leaving behind a significant amount in deferred compensation, and I wanted to make sure I was making the right decision. And through that due diligence process, talked to about five other firms that had recently left Wells Fargo to join this RIA program. I asked them a lot of different questions about what their experience was. And at every point during those conversations, they all said the same thing at different points. And it sounded like this. They said, “I’m working harder than I ever have before, but I wish I had done this sooner.” So my advice to those people, do it. I know that sounds simple, but I mean it. The fear of leaving is almost always worse than the actual experience of leaving. And I understand the inertia of not leaving and the real apprehension of what was on the other side. But what I found was a version of this profession I genuinely didn’t know was possible. One where I could do things the right way on my terms for the people I care most about serving. And not every path is going to look like mine. Some advisors should go fully independent and stay there, and that can be an incredible life. But when it comes time to look for a partner, quite frankly, if Cerity Partners is not on your shortlist, you’re making a significant mistake. And I say that not to sell anything, but because I’ve lived the comparison firsthand and there’s simply nothing else like it. Louis Diamond: So Pat, it’s been really fun, but I don’t think we’ve had anyone on the eight years or so we’ve been doing this show that’s gone through this type of arc or journey that you have. One of my big takeaways or sticking points that this episode brought for me is by going independent and taking control over your future, you created complete optionality for yourself to do exactly what you wanted to do with your business, even if that was different than what you initially planned. So in your case, it was selling within three years of going independent, but by taking action, being proactive, playing some offense, you made the opportunity happen on your terms and your timeline. So this has been fun in so many different ways. I loved your comment about how when you went independent, it’s basically like the day of your IPO, the four-to-five-times increase in value versus an internal succession deal, and even just the way to think about getting equity in a larger entity versus running your own plays only. So thank you so much for doing this. This has been fun. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firm’s or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.   Build, Grow & Transact: From Breakaway to Transaction in 3 Years A conversation with Louis Diamond and Patrick Larkin, Partner & Practice Leader at Cerity Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: From Breakaway to Transaction in 3 Years. It’s a conversation with Patrick Larkin, Partner and Practice Leader at Cerity Partners. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Ownership as a way of creating opportunities you can’t always predict. That’s exactly why we created our Build, Grow, and Transact series. Independence isn’t the end of the story. It’s often the beginning of thinking differently about enterprise value, optionality, and what comes next. Today’s guest is Patrick Larkin, Partner and Practice Leader at Cerity Partners, and formerly the founder of Oak Hill Wealth Advisors. Patrick spent nearly 15 years building a successful practice at A.G. Edwards, Wachovia, and eventually Wells Fargo before launching his own independent firm in 2022. Just three years later, he merged that firm into Cerity. At first glance, that timeline might seem surprisingly short, but as you’ll hear, the merger wasn’t a change in direction. It was the result of seeing his business differently once he owned it. Yet, it’s this perspective that really brings that thought home. Patrick said the day Oak Hill launched felt like the business had gone public because overnight, what had been viewed as a book of business became an enterprise with substantially greater value, some four to five times the value of what it was worth at Wells. And that realization changed the way he invested, the way he hired, and ultimately the way he thought about the future. Pat and I also talk about something advisors don’t often discuss candidly, what life actually looks like after a merger. How much control do you give up? What changes day to day? How do you know whether you’re joining a partner or simply selling a business? Whether your long-term plan is to remain independent forever or eventually join a larger organization, Patrick’s experience is a reminder that ownership isn’t simply about control. It’s about creating optionality and putting yourself in a position where the next decision is yours to make. So let’s get to it. Patrick, thanks for coming on our show today. Patrick Larkin: Oh, my pleasure. Nice to meet you, Louis. Louis Diamond: You too. So let’s start off basically how we start every interview. Tell us about yourself, your background, and how you found your way into our industry in the first place. Patrick Larkin: Yeah, thank you for asking. I knew I always wanted to be a financial advisor. That part really wasn’t in question, but upon graduating college and being a 22-year-old, I knew that it was probably not practical to walk in and start advising people my parents’ age with their life savings. Probably wasn’t going to be a recipe for success. So I took a quick tour through the pharmaceutical industry first, which ended up being unexpectedly valuable. My employers there pushed me to think like an entrepreneur and within our territories. And honestly, that mindset never left me. It shaped how I built everything that came after. Eventually, an opportunity presented itself in Loudoun County, Virginia in Northern Virginia, and I became an FA trainee with A.G. Edwards, absolutely fantastic firm to start my career. Now, what drew me to this career was pretty simple. I felt like it was one of the professions that we had an opportunity to do so much good for others while simultaneously also doing well for yourself, and those two things aren’t in conflict. I also really loved the idea that in this profession there was no hiding. You don’t get paid to show up. You get paid for what you actually do. And perhaps for me, what was most important, I loved the weight of responsibility. I loved earning people’s trust. I loved the idea of deserving, being deserving of their trust, and being a steward of what they’ve worked a lifetime to build. I never took that lightly, and I still don’t. Louis Diamond: That’s amazing. Yeah, I mean, the number of people I’ve heard, you talked so fondly about A.G. Edwards and there’s a bunch of other firms that have since been absorbed or emerged that are like the regional firms of old. So not surprised to hear you loved it. A.G. Edwards, obviously, became Wells Fargo Advisors or was acquired or merged with Wells Fargo. So I know you’re at Wells and A.G. Edwards until 2022. So give us a quick version. How’d you build your practice from the pharma world into being in FA? Patrick Larkin: Yeah, so as I started with A.G. Edwards, I came in at really just the perfect time. It was towards the end of the financial crisis. And I built the business the old-fashioned way with a lot of cold calling and eventually did some dinner seminars, which I can tell you is a very expensive way to learn how to speak in front of a room. But I made some progress, and I was also in a great office, small enough that some of the advisors there would hand off some of the smaller accounts that they weren’t interested in working with, and got an opportunity to get a lot of reps in working with real life clients and individuals. I knew early on I didn’t have enough talent to win on talent alone, so I made up for it and compensated for that with really hard work. The real turning point came for me when A.G. Edwards was first acquired by Wachovia Securities, and that was about five years into my career. And at that point, my branch manager, who was eyeing retirement, asked me to step in as her partner, and that changed everything. We eventually moved over to a Wachovia Securities office, another really great local office in Loudoun County, Virginia. And from that office, I worked on and became a CIMA, a CFP, worked with the clients, built a business through referrals. And I found at that point in my career when I would go to a meeting with Wachovia, eventually Wells Fargo, as a young 30-year-old, I would look around the room often and realize that I was the youngest person in the room. The funny thing was 10 years later, I would go into that same room and I’d look around and I still was the youngest guy in that room. And those demographics in our industry, and when I came into our industry, ultimately led that office that I worked in with Wells Fargo Advisors, I eventually was the recipient and party to five different succession plans- Louis Diamond: Wow. Patrick Larkin: … at Wells Fargo Advisors. I hoped that I had built a reputation as somebody that these other advisors would entrust with their clients. And over that time period, really, I would say professionally, one of my accomplishments I’m most proud of is all five of those retired advisors that I used to work with, who had an opportunity to see me work with clients, all became clients of mine, I still continue to work with. And it’s professionally just one of the greatest honors that I’ve ever had. Louis Diamond: I mean, that’s a large number of advisors you helped sunset, but I would agree it’s the ultimate p

I've been getting some great questions ahead of The Busy Bookkeeper Reset.And I realised, a lot of them deserve more than a quick answer.So in this week's episode of The Strategic Bookkeeper Podcast, I'm sitting down to answer three of them properly.I'm sharing→ why pricing is so much more than choosing an hourly rate,→ how the right positioning can allow you to charge significantly more and improve client satisfaction, and→ why fixing your time problem may have very little to do with time management.There are some powerful real-life examples in this episode too, including what changed for one bookkeeper when she doubled her prices without losing a single client. There is often far more potential sitting inside the practice you already have than you realise.

Three years ago, BMO Global Asset Management (BMO GAM) launched a fund that defied traditional categories. It wasn't quite equity, and it wasn't quite fixed income. Advisors weren't always sure where it fit, and that was precisely the point. Today, the BMO Strategic Equity Yield Fund has grown to $1.3 billion in assets. In this special anniversary episode of Insight Is Capital, BMO GAM CEO Bill Bamber returns to discuss the thinking behind the strategy, the problem it was designed to solve, who may benefit from it, and where it belongs in a portfolio. Drawing on three decades of experience in global capital markets, Bill explores why Canada has emerged as a leader in structured solutions, how investor needs are reshaping portfolio construction, and the rise of what he calls convergence investing. Along the way, he offers a fresh perspective that could change how advisors think about model portfolios. Listen to the full conversation here.Chapters 00:00 Introduction: The Two-Box Problem 02:00 Bill Bamber's Career Arc: TSX Floor to BMO GAM 04:30 The Convergence Investing Mandate 05:30 SEYF at Three Years: $1.45B and What Was Delivered 07:30 The Yield Gap: Demographics, Rates, and Sticky Inflation 11:00 Auto-Callables vs. Covered Call Funds 17:00 Why Canada Became a Global Structured Products Leader 19:30 How an Auto-Callable Note Works: Plain-Language Mechanics 24:00 From a Single Note to a Portfolio of 118 26:00 The Unexpected Benefits of Trading at Scale 30:00 Fee-Based Accounts and the Advisor Business Case 32:00 Evergreen Exposure and the Elimination of Timing Risk 35:00 Auto-Callables as an Asset Class, Not a Trade 37:00 Where SEYF Fits in the Portfolio: The Sleeve Question 39:00 Drawdown Behavior, the 8% Target, and When It Disappoints 44:00 Three Years at Scale: What the Team Learned 46:00 New Access: MFDA Advisors and Democratized Structured Products 48:00 What's Next: ZCDX and the Credit Default Swap Market 49:30 Is Convergence Investing a Category, or the New Default?Please watch to the end of the video for full disclaimers. For more BMO Strategic Equity Yield Fund details and disclaimers please read here. #StructuredProducts #AutoCallables #IncomeInvesting #YieldInvesting #BMO #BMOGlobalAssetManagement #SEYF #ConvergenceInvesting #CanadianInvesting #ETF #FixedIncomeAlternatives #WealthManagement #FinancialAdvisors #InvestmentStrategy #AlternativeIncome #PortfolioConstruction #DownsideProtection #RetirementIncome #InsightIsCapital #AdvisorAnalyst #CanadianFinance #ZCDX #ZAAA #BillBamber #PierreDaillie #FinancePodcast #CanadianMarkets

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Raoul Davis. CEO branding expert and partner at Ascendant Group Branding:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Raoul Davis. CEO branding expert and partner at Ascendant Group Branding:

In this episode, Evercore's Bill Anderson and Jamie Easton discuss today's market environment, including capital markets, M&A, AI, boardroom priorities, and the outlook for dealmaking.Bill Anderson – Global Head of Strategic, Defense & Shareholder Advisory, EvercoreJamie Easton – Head of Communications and External Affairs, Evercore© Evercore Inc. 2026 All rights reserved.The material contained herein is intended as a general market and/or economic commentary and is not intended to constitute financial, legal, tax, accounting or investment advice. The information contained in this podcast does not constitute an offer to buy or sell securities from any Evercore entity to the listener and should not be relied upon to evaluate any potential transaction. The information contained in this recording was obtained from publicly available sources, has not been independently verified by Evercore, may not be current, and Evercore has no obligation to provide any updates or changes. This podcast is not a product of Evercore Investment Research and the information contained in this podcast is not financial research. The views and opinions expressed in this podcast are not necessarily those of Evercore and may differ from the views and opinions of other departments or divisions of Evercore and its affiliates. In addition, the receipt of this podcast by any listener is not to be taken to constitute such person a client of any Evercore entity. Neither Evercore nor any of its affiliates makes any representation or warranty, express or implied, as to the accuracy or completeness of the statements or any information contained in this podcast and any liability therefore (including in respect of direct, indirect or consequential loss or damage) is expressly disclaimed.

What do you do when you follow the love of your life to a new country and aren’t legally allowed to work? You start Shopify… Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those.  [Kooler Garage Doors Ad] Dave Young: Welcome back to the Empire Builders Podcast, eh. Stephen Semple: Eh? Dave Young: See what I did there? See what I did there, Stephen? Stephen Semple: I do. Dave Young: Stephen whispered in my ear that we’re going to talk about a Canadian company, eh. Shopify. Stephen Semple: Shopify. Dave Young: And I didn’t know they were Canadian. Stephen Semple: Yes, they are. Yeah. Dave Young: Well, do tell. Stephen Semple: Yeah. Well, and here’s one of the things that I love about this story is it was started by a person who couldn’t get a job and decided to sell snowboards online. Dave Young: All right. Stephen Semple: Right? Dave Young: Snowboards. Stephen Semple: How could I not love that? Dave Young: Yeah. You would love that all day long. Is that where you bought your first snowboard? Stephen Semple: No, it is not but… Dave Young: Wait, wait, you weren’t that kid, were you? Stephen Semple: No, I was not. So they’re a big deal, annual revenue of close to $12 billion. They’re one of Canada’s most valuable companies with $160 billion market cap. They’ve got 7,600 employees worldwide and kind of like five million online stores in 175 countries. And here’s the figure that got me the most when I was researching it. And it’s the number 378 billion. That’s how much merchandise was sold in a year. $370 billion worth of merchandise was sold through Shopify. Dave Young: All right. Stephen Semple: Put that into context, that’s the GDP of Singapore. Dave Young: Yeah, that’s crazy. Stephen Semple: Isn’t that crazy? Dave Young: That’s a lot of sales. Stephen Semple: Yeah. So Shopify was founded in 2006 in Ottawa by Tobias Lutke, Daniel Weinand and Scott Lake. But our story starts a couple of years before with Snowdevil, the snowboarding business. Dave Young: Okay. Stephen Semple: So Tobias was born and raised in Germany, and his parents had this place in the Alps, and they would often drive to the Alps to go skiing. Then they decided to do a trip to Canada to do Whistler. At the time, the Canadian dollar was low. It was like the 2000s, and he decided he was going to snowboard rather than ski. And this is when he fell in love with two things, snowboarding, and he met his now wife, Fiona. Dave Young: Was she also snowboarding? Do we know? Stephen Semple: I don’t know whether she was snowboarding or not. That’s an interesting question. Dave Young: All right. Stephen Semple: So he returns to Germany, they keep in touch, and when she finishes her bachelor degree, she decides to move to Germany. So in Germany, Tobias struggled in school, ADHD, dyslexia, dropped out after grade 10, and he joins a programming apprenticeship program at Siemens. And he’s part of this kind of rebellious environment. He loves it. And he and Fiona are together for about 10 months, and she decides she needs to return to Ottawa to start her master’s program. So he moves with her to Ottawa. Now, he tried to work remotely, but remember, this is the early 2000s. Tools were not really there. You didn’t have Slack, you didn’t have Zoom. It was tough. He wasn’t really able to do it. Dave Young: A little bit of Skype going on by then maybe, but yeah. Stephen Semple: Yeah, maybe, but even not great, right? He’s spending a bunch of time snowboarding and he dives into it and he’s learning all he can about it. And he even started thinking, “Well, maybe I could sell snowboards online.” And around this time, he gets offer for a job with a business in Ottawa, and the topic of work permit comes up, which oops, he doesn’t have. Dave Young: Doesn’t have a work permit. Yeah. Stephen Semple: Right. He’s legally allowed in the country, but he’s not allowed a work permit. So he goes to see a lawyer and he’s told, “Hey dude, you’re unlikely you got a work permit. You’re legal in the country. You could start a business, but you can’t work for someone.” Dave Young: But you can start one. Stephen Semple: But you could start one. Dave Young: That’s all right. I mean, that’s fair. Stephen Semple: So he decides snowboards online, it is. That’s what he’s going to do. Dave Young: Put a hold on that because I’m thinking, start a business. I’m wondering if that’s why there are so many foreign taxi drivers, that a taxi cab was actually a business. Stephen Semple: Could be. Dave Young: Working for somebody, you’re working for yourself. Stephen Semple: You are, you’re independent. Yeah. Dave Young: Maybe the whole taxi industry was a loophole. All right. Anyway. Stephen Semple: Could be. Dave Young: So he- Stephen Semple: So Scott Lake, who’s one of the founders, worked for the company that tried to hire Tobias, and they keep in touch. And they decide to create this company Snowdevil together because Scott had all these vendor relationships. Tobias worked on the technology. Now, here was the problem at the time. There was not software to make any of this easy, especially the credit card. Dave Young: Sure. Stephen Semple: And it was really hard updating and changing websites. Here’s the part that I loved. They wanted to tell stories about every snowboard that was sold. They actually wanted to take the board onto the mountain and chronicle how they spent the day and tell that story of that board and put it on the website. That’s how they were selling boards. This was also around the time the emergence of blogging. So they really felt that if you could wrap this really great story around the product and get people excited about it, they would buy from you and they wanted to break away from this Sears catalog model through the stories. Dave Young: Is this every individual board? Stephen Semple: Yes, had a story. Dave Young: Or every model. Stephen Semple: Every board had a story. Dave Young: Not every model of board. Every single board. Stephen Semple: Well, sorry. When I say board- Dave Young: Every model. Stephen Semple: Every model. Dave Young: Okay. Stephen Semple: Yes. Dave Young: Got you. Stephen Semple: Every model had a story. Dave Young: I mean, because that’s a lot of snowboarding. Stephen Semple: Well, but it was also the early days, there weren’t that many boards out too. Dave Young: Yeah, yeah. Stephen Semple: Your universe was not as big as it is today. So Tobias, they’re trying to figure out how to do this, and he comes across this program called Ruby on Rails. And here’s the thing that was funny. Dave Young: I remember Ruby on Rails. Stephen Semple: The source code at the time was Latin characters and all the documentation was in Japanese, but he still figured out how to make it work. Dave Young: Okay. Stephen Semple: So he started to build an e-commerce platform on that. And one of the big moments for Tobias, and this is the inspiration for Shopify, is the feeling he got when they got notice of their first sale where he’s sitting there and he gets a bing on his phone and they’ve made a sale. And that feeling that he had in that moment was just unbelievable for him. Dave Young: Cha-ching. Yeah. Somebody found us and bought something from us. Stephen Semple: Somebody found us and bought something. This is incredible. Now, they built the business on pay-per-click, but you got to also remember, AdWords at the time, 20 cents a click is what they were spending. Think about it. In the sporting goods space, 20 cents a click. Dave Young: Nobody else had figured it out yet. Stephen Semple: No one else figured it out. And at the time, snowboards had really good margins. They had a good winter. Things went really well. They’re coming into the summer, things are slowing down, and they’re thinking about, “Well, what should we do?” And here’s one of the things that happened. They started getting approached by other people in the industry saying, “Hey, can you license all this stuff that you built? Because we’re trying to figure out how to do this online stuff and it’s really hard. Can you just license that to it and can we just use it?” Dave Young: Seems like they figured that out. Yeah. Stephen Semple: So in 2006, right, so in 2006, Snowdevil disappears. Shopify is born. Dave Young: All right. We can’t… Yeah. Stephen Semple: And Shopify is shopping simplified, Shopify. Dave Young: That’s brilliant. Stephen Semple: Right. Dave Young: The cool thing about software companies like that is you end up with one product and then you can sell that product a million times and it doesn’t cost you anything to make it, really. I mean, it’s software. There’s no manufacturing. Stephen Semple: There’s even something else on this. I’m in a program I think I’ve mentioned before called the Strategic Coach, quarterly coaching program, created by a guy by the name of Dan Sullivan. And one of the things Dan talks about is this idea of strategic byproducts, that when you create a really big goal, what will happen is in the process of achieving that goal, new things come out of it. And the reason why he calls them byproducts is sometimes some of the things that come out of it are way more powerful and way more valuable than the original thing you were trying to achieve. And this is a great example of it. The most valuable thing came out of it was this ability to make doing online shopping easier. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this.  [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off, and trust me, you haven’t missed a thing. Stephen Semple: And the reason why he calls them byproducts is sometimes some of the things that come out of it are way more powerful and way more valuable than the original thing you were trying to achieve. And this is a great example of it. The most valuable thing came out of it was this ability to make doing online shopping easier. Their goal was to sell snowboards online. Dave Young: Yeah. Stephen Semple: The byproduct was this, and the byproduct was way more powerful, way more valuable. Dave Young: Oh, yeah. A lot of people want to sell a lot of things. Stephen Semple: But the problem is sometimes we lose sight of that. We can lose sight of it because we go, “Yeah, but I just wanted to sell snowboards. No, I’m going to ignore this thing.” Rather than, “Oh, wait a minute. Oh, wait a minute. Wait a minute. There’s this opportunity here.” So I commend them for recognizing that. So they start wanting to develop it as more of a product. Tobias calls Daniel Weinand, who’s the third founder, who’s a buddy from Germany, and he convinces them to come to Canada to help him build the product because he needs more coding. They raise some money, they’re off to the races. But here was even their challenge when it came to running money. Back then, everyone believed the future belonged to giant online malls, Amazon, eBay. Everybody just wants to go to one giant marketplace. Shopify believed something radically different. Instead of building one giant store, what they wanted was help millions of people have their own store. Because when you’re on Shopify, it’s your store. Shopify is just the back end. Dave Young: And they’re not going to do all the things that you hear Amazon does when you try to sell on Amazon, right? They’re going to go figure out how to make your product cheaper and sell it under their name. Stephen Semple: And Tobias talks about in interviews that feeling he had when they got that first online transaction. Dave Young: Yeah. Stephen Semple: That’s what he wanted people to have. He wanted people to have that opportunity. The idea behind this business was not to develop software. They don’t see themselves as a software company, but they see themselves as a company that helps people start businesses. Shopify wasn’t selling software, they were selling independence. You can own your business, you own your customer list, you own your brand, you own your future. That emotional positioning matters. And it helped attract entrepreneurs who didn’t want to sell inside the Amazon ecosystem because what they were buying was freedom. And this drove a lot of the decision-making because in 2009, the next big evolution that came along was Shopify launched an app store. And basically what it did is it opened its platform to outside developers. Suddenly anyone could build an application that extended Shopify’s capabilities, email marketing, inventory managing, shipping, loyalty programs, accounting, subscriptions, thousands of other tools. And that fundamentally changed the company because if they though of themselves as a software development company, they would’ve tried to develop those things. Instead, they saw themselves as a company that is supposed to simplify this process for people. So therefore, why don’t we take your tool and plug it into ours? Dave Young: Yeah. Yeah. Stephen Semple: Right? But that thinking is what changed everything. Now, I also want to think about this because we often talk about north stars and things along that lines. When they think about it even from a marketing perspective, when what I’m selling is I’m going to make it easier for you to become an entrepreneur, that’s a very different emotional sales pitch and positioning than I’ve got this tool. And it helped them do things like, well, why wouldn’t we do this app store? Does this app store make it easier for a person to be an entrepreneur? We’re doing it. Dave Young: Yeah, I love it. Stephen Semple: There’s 16,000 apps now in the Shopify app store, and Shopify paid developers over a billion dollars through its ecosystem. Dave Young: That’s pretty amazing. Stephen Semple: Yeah. So think about this. It’s a software company started by a software engineer that decided not to build software. Dave Young: All right. Yeah. Stephen Semple: Right? And it all goes back to that moment that Tobias felt when he had that first transaction. And he also talks about nothing else changes a person’s life by being able to build their own business. And he was like, if we can facilitate that, their goal is to facilitate people building their business. And if you think about even things like opening it up to the outside, Apple has done it with the App Store. Salesforce has done it with AppExchange, Amazon with Marketplace, Microsoft. Other companies have all done it. But I think these guys just had a real strong north star because they stopped asking the question what we can build and started asking the question of what can others build on top of what we’ve built? Dave Young: Yeah. It’s a beautiful ecosystem. Stephen Semple: Because that driving goal- Dave Young: Yeah. Stephen Semple: Yeah, because the driving goal was make it easy to start a business. Now, here’s how powerful that idea is. Heard this in an interview with Tobias. So Tobias was being interviewed and this is literally what he said. I recorded it and wrote down the quote. And since we’re talking about stats, this is the most gratifying of all the numbers related to Shopify, and it’s actually the north star of the company. That’s the words he uses. Every 52 seconds, someone has had that experience of getting their first sale, the one I described. And in so many cases, someone is going from being a builder to now being an entrepreneur. There’s so few things you can do that actually changes your identity in a meaningful degree. This company’s heart is really the founder onboarding process and trying to make this simpler. What’s been so fascinating is that the initial idea behind Shopify was that idea. Dave Young: Yeah. Every 52 seconds somebody gets their first buyer. Stephen Semple: First sale. Dave Young: First sale. That’s amazing. Stephen Semple: Their first transaction. Isn’t that incredible? And that’s- Dave Young: It’s a new store every- Stephen Semple: Right. And his summary from his interview of what’s the thing that he was most proud of was that, that’s that. Not the billions of dollars, not this, that every 52 seconds, somebody’s getting their first transaction. Dave Young: I love that. Stephen Semple: Isn’t that incredible? Dave Young: Yes. Yes. There’s nothing not incredible about it. Stephen Semple: Yeah. Dave Young: It’s a good thing they didn’t give him a work visa, is what I’m saying. Stephen Semple: Yeah, it all worked out well. But the part is that I found so interesting about this, because we do this when we work with customers. Well, with customers, we help them to find their north star. What’s your north star? Dave Young: Yeah, oh yeah. Stephen Semple: What is that thing for your business? And that the finding of the north star is what actually made all of this work. And they found their north star starting their own business when they had that first transaction. It remained true to that and has driven those decisions and has allowed them to make better strategic decisions such as the App Store. But on top of that, I’m going to say it helped all their marketing messaging because somebody who aspires to be an entrepreneur will connect with Shopify and its goals and dreams and aspirations. Dave Young: Yeah. I love that story. Stephen Semple: Yeah. Dave Young: Wizard Academy has a Shopify store. Stephen Semple: Does it? Dave Young: Yeah. Stephen Semple: Cool. Dave Young: Yeah, shop.wizardacademy.org. You can buy a mug or a postcard. Stephen Semple: There you go. Dave Young: Things like that, so. Stephen Semple: Awesome. The only reason I didn’t know that is anytime- Dave Young: I didn’t get the notifications for it. Stephen Semple: Well, and the only reason why I don’t know about that is anytime I buy stuff, I always like getting it when I’m in person. Dave Young: Exactly. Stephen Semple: Yeah, yeah. Dave Young: Way more fun. We don’t do banging business, but it’s there. Stephen Semple: It’s there and it helped you do it. Dave Young: You want the mug that I drink out of sometimes. Stephen Semple: Well, that’s it. That’s the way you should be selling them. You should be selling your dirty mugs. Dave Young: I test every mug. Very cool, Stephen. Thank you for bringing us the Shopify story. Stephen Semple: All right, thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app, and leave us a big fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

This episode features Mr. Andy Lim, Deputy Director and Fellow with the Korea Chair at the Center for Strategic and International Studies (CSIS). Mr. Lim's research focuses on North Korea, the U.S.-South Korea alliance, inter-Korean relations, and the weaponization of economic interdependence. A graduate of American University, Mr. Lim has been published in Comparative Connections, Foreign Policy, and The Washington Quarterly, and he is the co-author of the new book China's Weaponization of Trade with Victor Cha and Ellen Kim. Mr. Lim speaks to the US-Asia Institute's Program Assistant Olivia Van Hoey about the 2026 Suwon inter-Korean women's soccer match and how sports can be used to create connections between North and South Korea. Support the show

Tom Kloza, Chief Energy Advisor for Gulf Oil says we will continue high gas prices, but his main concern is Diesel

We get lots of questions from our listener(s) on Procurement Says No.  Now you can listen to them all again in our series of mini bite-sized podcast chunks. Like dog food. In episode 29 we have more lovely questions including:Buying a trench - how much should it cost?Using strategic consultants with "should cost models" - is this better than going to market?Buying garments from a supplier in Pakistan with reported modern slavery in the supply chain - what's the next thing to do?If your boss is very close to a supplier - suggesting direct awards and sharing competitors' pricing - should you be suspicious?All of the procurement questions, all of the time.  Woohoo.www.procurementsaysno.comNow sponsored by www.KodiakHub.com.  The SRM suite that makes you smarter.  Become a supporter of this podcast: https://www.spreaker.com/podcast/procurement-says-no--5886102/support.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Raoul Davis. CEO branding expert and partner at Ascendant Group Branding:

There's a version of hunting that looks like dedication but is actually just noise. You know the guy. Out every weekend, every morning, every evening, running cameras, bumping deer, wondering why the big ones have gone nocturnal by the second week of October. I've been that guy. Most of us have. This episode is about the discipline nobody talks about, the hardest skill in deer hunting: knowing when to stay home. It sounds simple. It's not. Every hunter has that internal pull, that itch to be in the stand. You've got vacation days saved, gear dialed, permission slips signed. Sitting on the couch while daylight is burning feels like failure. But here's what I've learned the hard way: pressure kills opportunities faster than anything else. Faster than weather, faster than rut timing, faster than a bad wind. Pressure is the invisible ceiling on your season. Deer don't forget. That's the part that took me the longest to internalize. Every time you walk into a property, you leave a signature. Scent, sound, visual disturbance. The more often you're in there, the more those deer, especially mature bucks, shift their patterns to avoid you. You don't even know it's happening. You just notice that the good deer stop showing up in daylight. You blame the moon. You blame the weather. You never blame yourself. Strategic restraint is the answer, but restraint isn't passive. It's calculated. It means studying conditions, wind, thermals, historical deer movement data, and asking yourself an honest question: is going in today likely to do more harm than good? More often than not, the answer in October is yes. I've had sits where I knew walking in that the conditions were marginal. I went anyway because I couldn't stomach staying home. I bumped deer on the way in. I contaminated a transition zone I'd spent months protecting. And I burned a sit that could've been a sit in the first week of November when it actually mattered. The hunters who consistently kill mature deer share one underrated trait: they're comfortable with the discomfort of waiting. They understand that the season is a long game, and that every unnecessary entry is a withdrawal from an account that doesn't refill quickly. If you want to be better next season, start logging the days you decided not to go. What conditions made you hold back? What happened on that property the following week? That data will teach you more about your hunting ground than a hundred sits ever will. Patience isn't a personality trait. It's a skill you build by making hard decisions over and over until the right call feels obvious. SHOW NOTES AND LINKS: —Truth From The Stand Merch —Check out Tactacam Reveal cell cameras — Save 15% on Hawke Optics code TFTS15  —Save 20% on ASIO GEAR code TRUTH20 —Check out Spartan Forge to map your hunt  —Save on Lathrop And Sons non-typical insoles code TRUTH10 —Check out Faceoff E-Bikes —Waypoint TV Learn more about your ad choices. Visit megaphone.fm/adchoices

(This episode originally aired on March 17, 2026.) As health systems pursue growth beyond traditional avenues, the role of the strategic planner is becoming increasingly complex. High level directional data is no longer enough — achieving meaningful, differentiated growth now requires leveraging granular, sophisticated data to inform investment decisions. In this episode, host Rachel Woods sits down with Advisory Board experts Sebastian Beckman and Ellie Wiles to explore how health systems can rethink strategic planning for 2026 and beyond. Together, they unpack what it should actually look like to democratize data, why data governance matters just as much as data access, and how service line leaders can partner with planners to make faster, more precise, margin savvy decisions. We're here to help: Tools | Get in touch with a representative to learn more about Advisory Board's Market Intelligence tool Podcast | 289: What are health systems doing in 2026? Results from our survey are in. Playlist | Radio Advisory Provider Strategy and Financial Outlook Playlist Case Study | How UT Southwestern closed genomic testing gaps in prostate cancer care Sponsor link: How UCHealth lowered population-level obesity rates in their region

What if the fastest path to a six- or multi-6-figure expert business is refining what you already have, instead of adding more to it? In this episode, I'm walking you through a real case study from one of my three-hour strategic intensives with a registered dietitian who works with chronic skin conditions. She's excellent at what she does, with the client results to prove it, and her best month ever was still $7,000, with plenty of unpredictable months in between. I'm sharing the exact changes we made in that single session: why we doubled her price from $2,197 to $4,500, how we rebuilt her six-month program into a nine-month offer designed around the actual result, the friction problem that was quietly killing her sales conversations, and the marketing plan we built without a single Instagram post in it. If your income swings between great months and crickets, or you've quietly started backing off your marketing because it doesn't seem to be working anyway, this episode will show you how simple the fix can be. Timeline Highlights [02:49] – Meet the client: a highly skilled dietitian whose best revenue month was $7,000, and why that number made sense [05:28] – The inquiry ghosting cycle, and how it quietly convinces expert women to stop marketing altogether [08:09] – Running the math out loud: why her $2,197 program made her 10K goal impossible before marketing even started [11:18] – The trap of setting your prices by looking at what your peers charge [12:54] – The luxury experience myth, my $1,200 laser treatment story, and why people pay for outcomes [18:31] – Moving the program from six months to nine, because that's when her clients get the full result [20:42] – Finding the three-phase framework that was hiding inside her existing client process [26:21] – Doubling the price to $4,500, and the confidence check I run before any client raises a price [29:30] – The sales process teardown: a $55 mystery consult, no visible pricing, and a friction problem disguised as a demand problem [36:50] – Rebuilding her website around conditions instead of programs, and the difference between showing and telling [41:00] – Building a marketing plan with zero social media: discovery, depth, and increasing your surface area of luck [47:26] – Why the fast stuff comes first, and the deadline we pulled a full month closer Top Quotes from the Episode "People pay for outcomes. Everything you put into your program is there to make the outcome more likely for the right person." "You can't hit a goal that isn't compatible with your numbers. It doesn't matter how well the plan works if the math was never going to get you there." "Selling is leading somebody to what they already want. You share the process, the timeline, and the honest truth of what it takes, and you let them decide." "She thought she had a demand problem. What she actually had was a friction problem." "You're allowed to have standards. Protecting your calendar from people who aren't a fit is respectful to them and to you." "The online world has convinced experts that social media is the price of having a business. It's one tool, and if you hate it, pick a different one." "For an established expert, the fastest way to more revenue is usually subtraction: cutting and refining what already exists until it's the straightest path to the goal." Links & Resources CEO Type Quiz Want a strategic intensive of your own? DM me the word "intensive" on Instagram @laura.schoenfeld or email hello@lauraschoenfeld.com If this episode resonated with you, follow the podcast, leave a review, and share it with someone whose income deserves to be as consistent as their expertise.

Most companies think growth comes from better marketing. In reality, the right strategic partnerships can build buyer trust, strengthen credibility, and accelerate revenue in ways marketing alone cannot.In this episode of StrategyCast, Lori Jones sits down with Fabian Eckstrom-French, Director of Partner Development at Guru, to explore how strategic alliances create competitive advantage far beyond co-marketing. Fabian shares why partnerships should be viewed as business growth strategies, how they generate market intelligence, and why borrowed credibility can shorten sales cycles while increasing buyer confidence.And don't forget! You can crush your marketing strategy with just a few minutes a week by signing up for the StrategyCast Newsletter. You'll receive weekly bursts of marketing tips, clips, resources, and a whole lot more. Visit https://strategycast.com/ for more details.==Let's Break It Down==01:50 Fabian's journey into partnership strategy03:52 Looking beyond co-marketing to strategic growth05:46 Where partnerships belong inside an organization08:39 Using alliances to create competitive differentiation11:33 Strategic partnerships beyond the technology industry13:24 Why partnerships are a powerful source of market intelligence17:33 Borrowed credibility and enterprise growth19:15 Partnership strategies that deliver the biggest return22:21 A partnership lesson that didn't go as planned27:02 AI, human relationships, and the future of alliances29:08 The biggest partnership opportunities leaders overlook30:36 How alliances accelerate trust and shorten sales cycles31:54 Why strategic alliances are becoming trust accelerators==Where You Can Find Us==Website: https://strategycast.com/Instagram: https://www.instagram.com/strategy_cast/Facebook: https://www.facebook.com/strategycast==Leave a Review==Hey there, StrategyCast fans!If you've found our tips and tricks on marketing strategies helpful in growing your business, we'd be thrilled if you could take a moment to leave us a review on Apple Podcasts. Your feedback not only supports us but also helps others discover how they can elevate their business game!

Tue, 11 Aug 2026 21:00:00 GMT http://relay.fm/focused/262 http://relay.fm/focused/262 David Sparks and Mike Schmitz David & Mike discuss owning your ideas and staying sharp with the values-based application of AI. David & Mike discuss owning your ideas and staying sharp with the values-based application of AI. clean 3629 David & Mike discuss owning your ideas and staying sharp with the values-based application of AI. This episode of Focused is sponsored by: Scribe: AI-powered workflow documentation. Get your first month free. Squarespace: Save 10% off your first purchase of a website or domain using code FOCUSED. Links and Show Notes: Deep Focus: Extended ad-free episodes with bonus deep dive content. Is AI Killing Writing? 12 Different Answers | How I Write Podcast Intentional AI | Relay Wispr Flow Productivity Field Guide | MacSparky

On today's Strategy Series program, sponsored by General Atomics Aeronautical Systems, Dr. Tom Mahnken, the president and CEO of the Center for Strategic and Budgetary Assessments, joins Defense & Aerospace Report Editor Vago Muradian to discuss the report he co-wrote his son Thomas Mahnken who is an analyst with the think tank — “Rising Stars Over the Pacific: Cultivating Indo-Pacific Expertise in the US Armed Forces” — that focuses on the importance of promoting senior officers with Indo-Pacific experience to better prepare prepare America's military for potential conflict in the region.

Being more strategic starts with changing the questions nonprofit leaders ask themselves. This episode brings together insights from a dozen previous conversations to show that effective leadership is built through everyday practices of curiosity, reflection, and intentional decision-making. Across topics ranging from crisis leadership and organizational design to evaluation, innovation, and nonprofit careers, a common thread emerges: leaders make better decisions when they: ·      slow down,  ·      challenge assumptions,  ·      seek diverse perspectives,  ·      remain grounded in both their mission and their humanity. For nonprofit leaders navigating uncertainty, these practical questions become strategic tools. They: ·      encourage leaders to care for themselves and their teams,  ·      resist the pull of constant urgency,  ·      test assumptions before acting,  ·      understand their organizational culture and design, and  ·      evaluate new opportunities through the lenses of alignment and capacity.  Together, these practices help organizations build greater clarity, resilience, and long-term impact rather than simply reacting to whatever comes next. Episode Highlights 00:00 – Strategy Begins with Better Questions 05:25 – Build Capacity by Taking Care of Basic Human Needs 09:40 – Don't Lead Alone 11:35 – Ask "What Am I Missing?" 12:38 – Examine Your Expectations 14:19 – Surface and Test Your Assumptions 15:39 – Keep Asking "So What?" 18:58 – Understand the Organization You Actually Have 20:06 – Look Honestly at Organizational Culture 21:42 – Evaluate New Opportunities Through Alignment and Capacity 22:49 – Choose Sustainability Over Constant Urgency 24:41 – Strategy Is Built Through Everyday Practice About your podcast host: Carol Hamilton, principal of Grace Social Sector Consulting, helps nonprofits become more strategic and effective through inclusive strategic planning, evaluation design, and organizational assessment. With over 30 years of experience, she brings a practical, human-centered approach that helps organizations align around clear priorities and take meaningful action toward their mission. Her Shared Action Strategic Planning Framework moves groups from shared language to shared understanding, shared vision, shared priorities to shared action. When she is not working with nonprofits to improve their strategy and alignment, you can find her reading a good book, making diary comics, having a dance party in the kitchen, swimming, biking or kayaking on the Anacostia River.   Be in Touch: ✉️ Subscribe to Carol's newsletter at Grace Social Sector Consulting and receive the Common Mistakes Nonprofits Make In Strategic Planning And How To Avoid Them

Visit us at Network2020.org.The Philippines sits at the center of an increasingly contested Indo-Pacific, caught between its traditional ally in Washington, and rising interference from Beijing. The country's strategic location including control of the Luzon Strait, which sees over one trillion dollars in passing goods annually, makes it an important player in the jockeying for economic position in the South China Sea. And the disputed Scarborough Shoal is the last link in the Chinese artificial island triangle which could allow China to project radar control over the South China Sea. As strategic competition intensifies between the United States and China, Manila's foreign policy choices are shaping not only regional security but also the future of global trade and maritime governance. What greater strategic role does the Philippines play in Asia and the South China Sea? How has the country changed its strategic outlook during the transition from Rodrigo Duterte to Bongbong Marcos? And how will Philippine foreign policy influence the future of regional stability, commerce, and cooperation in the Indo-Pacific?Join us for a discussion with Gregory B. Poling, Director and Senior Fellow at the Southeast Asia Program and Asia Maritime Transparency Initiative at the Center for Strategic and International Studies, and author of On Dangerous Ground: America's Century in the South China Sea.

Strategic Wealth Hour Retirement Income 8-8-26 by

Send us Fan MailArtificial intelligence has become one of the biggest conversations in project management. Much of that conversation has focused on productivity: summarizing meetings, drafting communications, identifying risks, analyzing data, and automating routine tasks.But the value of AI extends beyond productivity.In this episode of Project Management Masterclass, we begin our Project Management Trends 2026 series by examining the strategic value of artificial intelligence and what it means for project leaders.We explore how AI connects to corporate strategy and business value, what the changing demand for AI skills signals about the future of work, and why governance must become part of the conversation as organizations expand their use of AI.Because adopting AI is only part of the challenge. Organizations must also understand where AI is being used, what risks it introduces, who owns the decisions, and whether those investments are actually delivering value.For project managers, the opportunity is bigger than learning another tool. It's understanding how AI, strategy, governance, risk, and execution come together to deliver successful outcomes.The technology may be changing, but the fundamentals of strong project leadership still matter.If you are ready to strengthen the skills that separate project managers from project leaders, explore the Power Skills Accelerator, a course designed to help professionals master the leadership capabilities needed to thrive in complex project environments.Enroll in the Power Skills Acceleratorhttps://www.developpowerskills.com/sales-pageIf you want to assess where execution may be breaking down in your current projects, take the Execution Intelligence Diagnostic to identify gaps across leadership, decision making, and team alignment.Start the diagnostichttps://executionintelligence.scoreapp.com/Join the waitlist for Brittany Wilkins' upcoming book, Execution Intelligence, focused on the mindset, systems, and discipline required to turn strategy into measurable results.Join the book waitlisthttps://makowayconsulting.scoreapp.comTo learn more about how organizations eliminate execution friction and turn strategy into measurable results, visit Makoway Consulting.https://www.makowayconsulting.com Support the showEvery Organization Pays An Execution Tax. Discover Yours:https://executionintelligence.scoreapp.com

WAM Strategic Value FY2026 Full Year Results Q&A Webinar by Wilson Asset Management

IVIP, Identity Visibility and Intelligence Platform, was one of the hottest acronyms to emerge from the identity market in 2025. But almost a year on, has it delivered on its promise? And more importantly, could AI already be making it obsolete before it even matures? In this episode, Matthias and Martin Kuppinger pick up where they left off and ask the hard questions about IVIP's future. Key Topics: ✅ IVIP revisited: still a set of capabilities, not a platform — and vendors are mostly relabeling✅ Can AI make IVIP obsolete before it ever becomes a mature category?✅ How AI is finally tackling IGA's oldest unsolved problem: application integration at scale✅ Why IVIP falls short on action — spotting anomalies is not the same as acting on them✅ IVIP, ITDR, and IGA convergence: does the category distinction even matter anymore?✅ Strategic advice for IVIP vendors: observability, automation, and the path to relevance

In The Londinium Chronicles, Gaius (John Batchelor) and Germanicus (Michael Vlahos) explore the intersections of Roman history and modern geopolitics. and Germanicus: In their expanding Londinium wine bar, the hosts discuss the unraveling of Ukraine. Germanicus describes a strategic bane where Russia utilizes siege tactics to destroy the Ukrainian economy, targeting water treatment plants and fuel hubs. The depletion of US interceptors represents a ballistic bane, allowing missiles to strike with impunity. Germanicus dismisses the new US nuclear strategy as hysteria born from a weak position. (1)

As tension and military exchanges with Iran continue, critical questions emerge over U.S. munition stockpiles and long-term strategic readiness. Center for Strategic and International Studies (CSIS) missile defense expert Tom Karako joins Brian Kilmeade to break down the reality of depleted Patriot and THAAD interceptors, the challenges of underground missile sites in Iran, and what it will take to rebuild America's conventional deterrence. Plus, political analysts weigh in on the 2026 midterm primary victories and domestic culture battles. Learn more about your ad choices. Visit podcastchoices.com/adchoices

You're going to do the right thing and get kicked in the teeth for it. Not maybe. Not sometimes. It will happen. George heard these commandments in a sermon and sat there crying. Not because they were heavy. Because they were true and because he'd spent most of his life and career getting them wrong. Kent Keith's Ten Paradoxical Commandments have been shared from boardrooms to pulpits for decades. In this short, straight-from-the-heart solo episode, George breaks down what they actually mean for entrepreneurs and four ways to apply them without becoming a doormat, burning out, or handing your self-worth to people who were never meant to hold it. What You'll Learn In This Episode: The Ten Paradoxical Commandments of leadership and why they matter for entrepreneurs Why "do it anyway" is not a license to be walked on The boundary filter: how to love, serve, and lead without self-sacrifice The internal scorecard vs. chasing external validation The difference between strategic resilience and stubborn self-destruction Why excellence is sustainable and perfectionism is not What a vertical relationship with your purpose actually protects you from Key Takeaways: ✔️The horizontal noise: critics, competitors, ungrateful clients, loses its power the moment you focus on the vertical relationship between you and your purpose. ✔️"Do it anyway" is not an invitation to be a doormat. It's a call to serve from boundaries, not from depletion. ✔️A no-jerks policy is not unkind. It's integrity in action. You can serve the market without serving individuals who undermine your health and business. ✔️The internal scorecard is the only one that matters. When the applause stops, your why is what keeps you in the game. ✔️Resilience means building with systems that allow for failure and adjustment. Stubbornness is keeping going because you've always gone, those are not the same thing. ✔️Excellence is sustainable. Perfectionism is not. High performers at the top of their game for decades got there through excellence, not obsession. ✔️Every promise you make to your mission, and break, is still on the ledger. Knowing your non-negotiables is what protects your capacity to keep delivering. ✔️It was never between you and them. In the final analysis, it's between you and God. That's what makes the horizontal noise survivable. Timestamps & Highlights: [00:00] — You will get kicked in the teeth. The question is what you've built underneath [01:33] — The Ten Paradoxical Commandments read in full [03:30] — What these mean for entrepreneurs who want to lead with integrity [05:00] — The boundary filter: commandments 1, 5, and 9 [07:30] — The internal scorecard: commandments 2, 3, and 4 [10:00] — Strategic resilience vs. stubbornness: commandments 6, 7, and 8 [13:00] — Excellence vs. perfectionism: commandment 10 [15:00] — The vertical relationship and why horizontal noise loses its power [16:00] — Four audit questions to apply this to your life and business today Your Challenge This Week: Google the Ten Paradoxical Commandments, Kent Keith. Then ask yourself one question: which one is the biggest trigger for you right now? That's where to start. Follow George: @itsgeorgebryant Work with George: The Alliance — Community for entrepreneurs building with integrity for the long game.  1:1 Coaching — Limited spots. Apply at mindofgeorge.com/coaching-consulting/ Live Retreats — In-person experiences built around leading from the vertical, not the horizontal.

Panels, seminars, conferences, reports, speeches, and emotion do not build a navy. Even shipyards do not build a navy. In the American system of government, if you want a navy you have to go up to Capitol Hill and get Congress to fund it.Without money, everything else is just a PDF.What is the state of play in bringing the argument for sea power to Congress?Returning to the Midrats Podcast just in time for the Senate's August recess is Brent Sadler, CAPT, USN (Ret.).Brent is a Senior Research Fellow for Naval Warfare and Advanced Technology in the Douglas and Sarah Allison Center for National Security at The Heritage Foundation, and a retired U.S. Navy Captain.Show LinksSHIPS for America ActSal's exchange with Tom KarakoBooks by Brent SadlerBrent Sadler on LinkedInBrent Sadler on XSummaryIn this episode, Mark and Sal discuss with their guest Brent Sadler the legislative process behind maritime security, the SHIPS for America Act, and the importance of industrial capacity in national defense. Brent emphasizes the need for bipartisan support and strategic planning to strengthen America's maritime industrial base and national security.Chapters00:00: Introduction02:14: The legislative process and seasonality in Congress08:05: Status and details of the Ships for America Act12:13: Bipartisan support and legislative challenges17:00: The role of congressional staffers in policy making21:54: Strategic importance of maritime industrial capacity27:07: The impact of recent Navy funding and shipbuilding efforts34:00: The need for reform in defense organizational structures43:10: The importance of strategic communication and advocacy

Is your bank quietly saying no to the growth capital your business needs?Trevor Barran has started over a dozen companies, worked in venture capital and investment banking, and began his career in small business lending. Today he's the CEO of FNCR, a platform that connects growing businesses to financing that's increasingly hard to find, especially in the $1 million to $30 million range.In this episode, Trevor and host John St. Pierre break down how to protect your equity, why banks have been quietly pulling back from small business lending since the financial crisis, and the financing no man's land that hits right after your business starts winning.What you'll walk away with:Why the equity trade should be evaluated as whose time you're buying and not just dollars raised. The real cost of capital across bank debt, private credit, and merchant cash advance. Why go to the bank is decreasingly a real option, and why it's not personal when they say no. How FNCR matches businesses to the right lender across seven dimensions and a network of about 2,000 lenders. How to think about leverage as a competitive edge instead of a risk to avoid.Start Trevor's free 10-minute funding application (no fees, no commitment, no credit impact) at my.fncr.comConnect with Trevor Barran on LinkedIn at linkedin.com/in/trevorbarran or email finance@fncr.comHosted by John St. Pierre and Rich Hoffmann, Entrepreneurs United is built for founders and leaders who want straight talk on building businesses that actually work. New episodes every week.https://entrepreneursunited.us/links/

Is now the right time to invest in property… or should you wait?   Everyone wants to buy at the bottom and sell at the top. But what if trying to time the market is actually sabotaging your wealth?   Today I'm joined by Joseph Ballota to discuss whether timing the property market is a good idea.   And by the end of this episode, you'll understand why long-term investors don't try to pick the cycle… they build wealth across multiple cycles.   Joseph and I discuss why trying to time property markets usually backfires, especially when headlines are loud and confidence is shaky.   We unpack how property moves in cycles, and why short-term fear can distract investors from long-term wealth creation.   I share why there's rarely a perfect time to buy, and why being financially ready matters more than waiting for ideal conditions.   We look at how different markets and suburbs behave differently, even when the broader market looks weak.   I also explain why quality assets, strong fundamentals, and patience matter far more than chasing the exact bottom of the cycle.   Takeaways    • Property markets move in cycles, so short-term fear often obscures long-term opportunity. • Waiting for perfect timing usually means missing strong buying opportunities entirely. • Different suburbs perform differently, even during the same broader market downturn. • Owner-occupied, affluent areas usually hold value better than investor-heavy suburbs. • Strong population growth keeps demand high in Brisbane, Perth, and Adelaide. • Tight rental markets can lift rents even while property prices temporarily soften. • Borrowing capacity matters, but confidence usually drives the next market recovery. • Quality assets compound over decades, making timing less important than selection. • Counter-cyclical investing sounds smart, but fear stops many investors from acting. • Strategic planning helps investors avoid emotional decisions and build lasting wealth.   Links and Resources:   Answer this week's trivia question here - https://www.PropertyTrivia.com.au/ ·        Win a hard copy of Negotiate Influence Persuade. ·        Everyone wins a copy of a fully updated property report.   Michael Yardney   Get the team at Metropole to help build your personal Strategic Property Plan. Click here and have a chat with us     Joseph Ballota, Senior Wealth Strategist at Metropole. https://metropole.com.au/expert/joseph-ballota/   Get a bundle of free reports and eBooks: www.PodcastBonus.com.au    Also, please subscribe to my other podcast Demographics Decoded with Simon Kuestenmacher – just look for Demographics Decoded wherever you are listening to this podcast and subscribe so each week we can unveil the trends shaping your future.   About The Michael Yardney Podcast | Property Investment And Wealth Creation Australia   The Michael Yardney Podcast is one of Australia's leading property investment podcasts, helping investors understand the Australian property market and build long-term wealth through strategic property investing.   Each week we explore: • Australian property market updates• Property investment strategies in Australia• Melbourne property market trends• Sydney property market forecasts• Brisbane property investment opportunities• Capital growth property strategies• Property cycles in Australia• Negative gearing and tax strategy• Interest rates and their impact on property• Buyer's agent insights and investment planning   If you're serious about building a high-performance property portfolio and creating financial freedom through real estate, this podcast will give you the clarity and strategy you need.   Learn more at:https://propertyupdate.com.auhttps://metropole.com.au

Over the past decade or so, the United States has pursued an approach to global trade that seems to rest on the idea that globalization has not worked, that we have lost too much, and that the world is taking advantage of us. From Hilary Clinton campaigning against the Trans-Pacific Partnership (a free trade agreement she worked to craft) to the current tariff frenzy, politicians on both sides of the aisle have blamed trade for a whole host of problems here in the U.S. However, as the U.S. moved in a more protectionist direction over the past three administrations, the rest of the world continues to craft trade deals that go around the United States. In this month's episode, we take a look at the history of international trade and unpack how things have shifted from the protectionism of the 1930s, to the opening of trade in the Post World War II era, and into today. It remains fascinating that Americans, for the most part, are supportive of free and open trade with other countries, that majorities do not like the tariffs, and many would be disappointed to see their favorite products disappear from store shelves, that both Parties are implementing policies that fly in the face of public opinion.Join the global conversation to take a deeper dive into the world of trade, its challenges, and what it looks like when the United States decides to sit on the sidelines. William Reinsch is a senior adviser and Scholl Chair emeritus with the Economics Program and Scholl Chair in International Business at the Center for Strategic and International Studies (CSIS). Previously, he was a senior advisor at the law firm of Kelley, Drye & Warren and served for 15 years as president of the National Foreign Trade Council, which represents multinational companies on international trade and tax policy issues. From 2001 to 2016, he concurrently served as a member of the U.S.-China Economic and Security Review Commission. He is also an adjunct assistant professor at the University of Maryland School of Public Policy, teaching a course in trade policy and politics. Reinsch also served as the under secretary of commerce for export administration during the Clinton administration. Prior to that, he spent 20 years on Capitol Hill, most of them as senior legislative assistant to the late senator John Heinz (R-PA) and subsequently to Senator John D. Rockefeller IV (D-WV). He holds a BA and an MA in international relations from the Johns Hopkins University and the Johns Hopkins School of Advanced International Studies respectively.

This is the ninth sermon in a nine part sermon series on the Strategic Anchors for CCPC. Jim Gates Strategic Anchors: Focusing on Kids & Families

Classroom Management Starts on Day One, Not Later Guest: Abby Bartle, fourth-year English teacher, Oswego High School, Oswego, Illinois In this episode, Abby Bartle explains why classroom management can't be postponed while you settle into curriculum and school logistics. She makes the case for prevention over punishment and lays out a practical, proactive framework for the first weeks of school. In this episode: Why classroom management must start on day one, not once things "settle down" Establishing routines and procedures before the school year begins Where to find inspiration: online teachers, school colleagues, student teaching experience, and your own education Why the second week of school often brings boundary testing Learning student names quickly through attendance, pronunciation practice, and icebreakers Building relationships without becoming "too friendly," and why that boundary matters The concept of being a "warm demander" Strategic desk placement and seating arrangements, including pods, pairs, and rows A step-by-step approach to building seating charts, from accommodations to friendships Why students shouldn't choose their own seats early in the year Key takeaway: Structure now creates freedom later. Prioritizing routines and procedures at the start of the year makes it possible to build in flexibility and relationship warmth as the year goes on. #ClassroomManagement #NewTeacherSupport #TeachingPodcast #BackToSchoolPrep #WarmDemander #TeacherTips #ClassroomRoutines #BehaviorManagement #TeacherLife #PositiveClassroomCulture #TeacherProfessionalDevelopment #RelationshipBuilding #SeatingChartStrategy #TeachWithConfidence #NewTeacherTalk #TeacherPodcast

Growth is not always the right move. Sometimes, the smartest decision is to slow down and repair the machine. In this episode of The Level Up Podcast, Paul Alex breaks down why stepping back can be the exact move your business needs when systems are breaking, employees are burning out, and customer experience is slipping. Blind momentum can be dangerous. Adding more clients to a broken operation only increases the pressure. Strong leaders know when to stop chasing short-term revenue and focus on rebuilding the foundation. In this episode, you'll learn: • Why constant growth can become dangerous when operations are weak• How rising churn and employee burnout signal deeper problems• Why sacrificing short-term revenue can protect long-term growth• How stronger systems create the foundation for a more powerful comeback The truth is simple: You cannot build higher on a cracked foundation. Pause the growth. Fix the systems. Retrain the team. Strengthen the operation before adding more pressure. Sometimes, taking one step back is what gives you the ability to take ten steps forward. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Defense policy expert Seth Jones of the Center for Strategic and International Studies discusses the latest developments in the U.S.-Iran war, including reports that U.S. munitions stockpiles are running low. Then, Adam Brandon of the Independent Leadership Council explains the group's new effort to elect independent candidates to federal office. Finally, Unite America Executive Director Nick Troiano discusses his organization's campaign to reform political primaries and what those changes could mean for the future of U.S. elections. Learn more about your ad choices. Visit megaphone.fm/adchoices

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Cheryl Taylor Anderson. Podcast: Money Making Conversations MasterclassHost: Rushion McDonaldGuest: Cheryl Taylor Anderson, Real Estate Broker (Metro Atlanta) 1. Purpose of the Interview The core purpose of this interview is to educate, empower, and motivate listeners—particularly first‑time homebuyers, renters, veterans, and people of color—to pursue homeownership as a wealth‑building strategy. Specifically, the conversation aims to: Demystify the homebuying process Combat fear and misinformation around mortgages Highlight low‑ and zero‑down payment opportunities Explain how homeowners can build equity faster Emphasize real estate as a key tool for generational wealth Encourage disciplined financial decisions rooted in ownership rather than renting Rushion positions the discussion as a knowledge‑sharing opportunity to help listeners move from renting to owning, especially in communities historically excluded from homeownership. 2. Interview Overview Cheryl Taylor Anderson brings more than 20 years of real estate experience and over $400 million in sales in Metro Atlanta. She works with: First‑time homebuyers VA and military families Move‑up buyers Luxury clients and institutional sellers Throughout the interview, Cheryl provides practical, real‑world examples—including her own story as a former single mother and homeowner—to ease fear, explain financing, and correct misconceptions about buying a home. 3. Key Takeaways A. Many Renters Can Already Afford to Own One of the central points is that many renters are paying as much—or more—than mortgage payments without building equity. Rent payments offer no tax benefits Mortgage payments build ownership and wealth Homeowners can deduct mortgage interest (unlike rent) Key idea: Many people qualify for ownership but are held back by misinformation and fear. B. First‑Time Homebuyers Have More Options Than They Realize Cheryl explains that many buyers are unaware of: Zero‑down payment programs Builder incentives covering closing costs Opportunities to move into homes with minimal out‑of‑pocket costs In some cases, buyers are only required to bring earnest money, making homeownership far more accessible than expected. C. VA and Veteran Benefits Are Underused Cheryl strongly emphasizes VA loans as one of the most powerful tools for homeownership: 100% financing (zero down payment) Ability to ask sellers for up to 6% in closing cost contributions Certain veterans may be exempt from property taxes Lower monthly payments overall Veterans are encouraged to use their benefits, even years after leaving military service. D. A 30‑Year Mortgage Does Not Mean 30 Years of Debt Cheryl reframes mortgage timelines by teaching strategic repayment: Paying bi‑weekly instead of monthly Adding small extra payments ($50–$100/month) Reducing both interest and principal faster She uses her personal example of being close to paying off her home early despite starting with a traditional 30‑year loan. E. Homeownership Builds Stability and Community The interview contrasts renting versus owning: Ownership benefits include: Equity growth Customization and upgrades Neighborhood relationships Security and long‑term stability A tangible asset to pass to children Even HOA‑managed communities—while sometimes frustrating—protect property values and neighborhood standards. F. Home Warranties Reduce Fear of Maintenance To address anxiety about repairs, Cheryl recommends home warranties: Cover major systems (HVAC, water heaters, appliances) Low service fees when repairs are needed Can be negotiated into purchase contracts Provide peace of mind similar to apartment maintenance This is especially helpful for first‑time buyers. G. Social Media Builds Trust and Visibility Cheryl explains how social media strengthens her business: Buyers see real closings, celebrations, and testimonials Creates emotional connection and trust Inspires others to picture themselves as homeowners Visibility drives confidence and referrals. H. Education and Adaptability Drive Longevity Cheryl credits her success through: The 2008 housing crisis COVID‑19 Market shifts to constant learning, flexibility, and strategy pivots (e.g., foreclosures, BPOs, builder incentives). 4. Notable Quotes On Renting vs. Owning “Never be willing to pay somebody more than you’re willing to pay yourself.” On First‑Time Buyer Fear “Don’t let the longevity scare you. In an apartment, you’re building nothing.” On VA Benefits “Veterans can come to the table with zero down—and sometimes no property taxes.” On Mortgage Strategy “Pay every two weeks and it knocks down your interest and principal faster.” On Equity “Rent doesn’t give you anything to leave your children. Homeownership does.” On Homeownership Mindset “People are willing to pay their landlord more than they’ll pay themselves.” 5. Overall Takeaway This interview reinforces homeownership as one of the most powerful, attainable tools for building long‑term wealth—when buyers are properly educated, supported, and encouraged to move past fear and misinformation. Cheryl Taylor Anderson demonstrates that: Buying a home is often more accessible than people believe Strategic mortgage management can drastically shorten debt timelines Ownership builds equity, stability, and generational opportunity #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast #BEST #SHMS #STRAWSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Eddy Benoit Jr.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Eddy Benoit Jr.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Cheryl Taylor Anderson. Podcast: Money Making Conversations MasterclassHost: Rushion McDonaldGuest: Cheryl Taylor Anderson, Real Estate Broker (Metro Atlanta) 1. Purpose of the Interview The core purpose of this interview is to educate, empower, and motivate listeners—particularly first‑time homebuyers, renters, veterans, and people of color—to pursue homeownership as a wealth‑building strategy. Specifically, the conversation aims to: Demystify the homebuying process Combat fear and misinformation around mortgages Highlight low‑ and zero‑down payment opportunities Explain how homeowners can build equity faster Emphasize real estate as a key tool for generational wealth Encourage disciplined financial decisions rooted in ownership rather than renting Rushion positions the discussion as a knowledge‑sharing opportunity to help listeners move from renting to owning, especially in communities historically excluded from homeownership. 2. Interview Overview Cheryl Taylor Anderson brings more than 20 years of real estate experience and over $400 million in sales in Metro Atlanta. She works with: First‑time homebuyers VA and military families Move‑up buyers Luxury clients and institutional sellers Throughout the interview, Cheryl provides practical, real‑world examples—including her own story as a former single mother and homeowner—to ease fear, explain financing, and correct misconceptions about buying a home. 3. Key Takeaways A. Many Renters Can Already Afford to Own One of the central points is that many renters are paying as much—or more—than mortgage payments without building equity. Rent payments offer no tax benefits Mortgage payments build ownership and wealth Homeowners can deduct mortgage interest (unlike rent) Key idea: Many people qualify for ownership but are held back by misinformation and fear. B. First‑Time Homebuyers Have More Options Than They Realize Cheryl explains that many buyers are unaware of: Zero‑down payment programs Builder incentives covering closing costs Opportunities to move into homes with minimal out‑of‑pocket costs In some cases, buyers are only required to bring earnest money, making homeownership far more accessible than expected. C. VA and Veteran Benefits Are Underused Cheryl strongly emphasizes VA loans as one of the most powerful tools for homeownership: 100% financing (zero down payment) Ability to ask sellers for up to 6% in closing cost contributions Certain veterans may be exempt from property taxes Lower monthly payments overall Veterans are encouraged to use their benefits, even years after leaving military service. D. A 30‑Year Mortgage Does Not Mean 30 Years of Debt Cheryl reframes mortgage timelines by teaching strategic repayment: Paying bi‑weekly instead of monthly Adding small extra payments ($50–$100/month) Reducing both interest and principal faster She uses her personal example of being close to paying off her home early despite starting with a traditional 30‑year loan. E. Homeownership Builds Stability and Community The interview contrasts renting versus owning: Ownership benefits include: Equity growth Customization and upgrades Neighborhood relationships Security and long‑term stability A tangible asset to pass to children Even HOA‑managed communities—while sometimes frustrating—protect property values and neighborhood standards. F. Home Warranties Reduce Fear of Maintenance To address anxiety about repairs, Cheryl recommends home warranties: Cover major systems (HVAC, water heaters, appliances) Low service fees when repairs are needed Can be negotiated into purchase contracts Provide peace of mind similar to apartment maintenance This is especially helpful for first‑time buyers. G. Social Media Builds Trust and Visibility Cheryl explains how social media strengthens her business: Buyers see real closings, celebrations, and testimonials Creates emotional connection and trust Inspires others to picture themselves as homeowners Visibility drives confidence and referrals. H. Education and Adaptability Drive Longevity Cheryl credits her success through: The 2008 housing crisis COVID‑19 Market shifts to constant learning, flexibility, and strategy pivots (e.g., foreclosures, BPOs, builder incentives). 4. Notable Quotes On Renting vs. Owning “Never be willing to pay somebody more than you’re willing to pay yourself.” On First‑Time Buyer Fear “Don’t let the longevity scare you. In an apartment, you’re building nothing.” On VA Benefits “Veterans can come to the table with zero down—and sometimes no property taxes.” On Mortgage Strategy “Pay every two weeks and it knocks down your interest and principal faster.” On Equity “Rent doesn’t give you anything to leave your children. Homeownership does.” On Homeownership Mindset “People are willing to pay their landlord more than they’ll pay themselves.” 5. Overall Takeaway This interview reinforces homeownership as one of the most powerful, attainable tools for building long‑term wealth—when buyers are properly educated, supported, and encouraged to move past fear and misinformation. Cheryl Taylor Anderson demonstrates that: Buying a home is often more accessible than people believe Strategic mortgage management can drastically shorten debt timelines Ownership builds equity, stability, and generational opportunity #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast #BEST #SHMS #STRAWSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Cheryl Taylor Anderson. Podcast: Money Making Conversations MasterclassHost: Rushion McDonaldGuest: Cheryl Taylor Anderson, Real Estate Broker (Metro Atlanta) 1. Purpose of the Interview The core purpose of this interview is to educate, empower, and motivate listeners—particularly first‑time homebuyers, renters, veterans, and people of color—to pursue homeownership as a wealth‑building strategy. Specifically, the conversation aims to: Demystify the homebuying process Combat fear and misinformation around mortgages Highlight low‑ and zero‑down payment opportunities Explain how homeowners can build equity faster Emphasize real estate as a key tool for generational wealth Encourage disciplined financial decisions rooted in ownership rather than renting Rushion positions the discussion as a knowledge‑sharing opportunity to help listeners move from renting to owning, especially in communities historically excluded from homeownership. 2. Interview Overview Cheryl Taylor Anderson brings more than 20 years of real estate experience and over $400 million in sales in Metro Atlanta. She works with: First‑time homebuyers VA and military families Move‑up buyers Luxury clients and institutional sellers Throughout the interview, Cheryl provides practical, real‑world examples—including her own story as a former single mother and homeowner—to ease fear, explain financing, and correct misconceptions about buying a home. 3. Key Takeaways A. Many Renters Can Already Afford to Own One of the central points is that many renters are paying as much—or more—than mortgage payments without building equity. Rent payments offer no tax benefits Mortgage payments build ownership and wealth Homeowners can deduct mortgage interest (unlike rent) Key idea: Many people qualify for ownership but are held back by misinformation and fear. B. First‑Time Homebuyers Have More Options Than They Realize Cheryl explains that many buyers are unaware of: Zero‑down payment programs Builder incentives covering closing costs Opportunities to move into homes with minimal out‑of‑pocket costs In some cases, buyers are only required to bring earnest money, making homeownership far more accessible than expected. C. VA and Veteran Benefits Are Underused Cheryl strongly emphasizes VA loans as one of the most powerful tools for homeownership: 100% financing (zero down payment) Ability to ask sellers for up to 6% in closing cost contributions Certain veterans may be exempt from property taxes Lower monthly payments overall Veterans are encouraged to use their benefits, even years after leaving military service. D. A 30‑Year Mortgage Does Not Mean 30 Years of Debt Cheryl reframes mortgage timelines by teaching strategic repayment: Paying bi‑weekly instead of monthly Adding small extra payments ($50–$100/month) Reducing both interest and principal faster She uses her personal example of being close to paying off her home early despite starting with a traditional 30‑year loan. E. Homeownership Builds Stability and Community The interview contrasts renting versus owning: Ownership benefits include: Equity growth Customization and upgrades Neighborhood relationships Security and long‑term stability A tangible asset to pass to children Even HOA‑managed communities—while sometimes frustrating—protect property values and neighborhood standards. F. Home Warranties Reduce Fear of Maintenance To address anxiety about repairs, Cheryl recommends home warranties: Cover major systems (HVAC, water heaters, appliances) Low service fees when repairs are needed Can be negotiated into purchase contracts Provide peace of mind similar to apartment maintenance This is especially helpful for first‑time buyers. G. Social Media Builds Trust and Visibility Cheryl explains how social media strengthens her business: Buyers see real closings, celebrations, and testimonials Creates emotional connection and trust Inspires others to picture themselves as homeowners Visibility drives confidence and referrals. H. Education and Adaptability Drive Longevity Cheryl credits her success through: The 2008 housing crisis COVID‑19 Market shifts to constant learning, flexibility, and strategy pivots (e.g., foreclosures, BPOs, builder incentives). 4. Notable Quotes On Renting vs. Owning “Never be willing to pay somebody more than you’re willing to pay yourself.” On First‑Time Buyer Fear “Don’t let the longevity scare you. In an apartment, you’re building nothing.” On VA Benefits “Veterans can come to the table with zero down—and sometimes no property taxes.” On Mortgage Strategy “Pay every two weeks and it knocks down your interest and principal faster.” On Equity “Rent doesn’t give you anything to leave your children. Homeownership does.” On Homeownership Mindset “People are willing to pay their landlord more than they’ll pay themselves.” 5. Overall Takeaway This interview reinforces homeownership as one of the most powerful, attainable tools for building long‑term wealth—when buyers are properly educated, supported, and encouraged to move past fear and misinformation. Cheryl Taylor Anderson demonstrates that: Buying a home is often more accessible than people believe Strategic mortgage management can drastically shorten debt timelines Ownership builds equity, stability, and generational opportunity #SHMS #BEST #STRAW Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. 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Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Eddy Benoit Jr.

Paul Chai joins Alan Dunne to discuss what it takes to manage a perpetual investment portfolio designed to support future generations. As CIO of the Kansas State University Foundation, Paul explains how disciplined asset allocation, thoughtful manager selection and strong governance create resilient long-term results. The conversation explores endowment investing, private markets, hedge funds, portfolio construction and the importance of building a decision-making culture where diverse perspectives are encouraged. It is a wide-ranging discussion about investing with humility, managing uncertainty and creating an investment process that can endure through changing market environments.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Alan on Twitter.Follow Paul on LinkedIn.Episode TimeStamps: 00:00 - Why better investment decisions start with diverse thinking01:02 - Paul Chai's journey from engineering to institutional investing04:50 - Managing a perpetual endowment for future generations08:48 - Building resilient strategic asset allocations11:54 - The advantages of managing a $1.2 billion endowment15:29 - Portfolio construction beyond the traditional 60/40 model20:57 - Strategic asset allocation versus total portfolio investing24:05 - Lessons from the Yale Endowment model26:26 - Finding unconventional investment opportunities31:21 - Building a diversifying hedge fund portfolio38:02 - Why CTA strategies no longer fit the portfolio43:01 - Manager selection, due diligence and finding alpha45:39 - The importance of grit when selecting investment managers51:25 - Building better investment teams and decision-making cultures57:20 - Advice for the next generation of long-term investorsCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer

The war with Iran is putting renewed attention on a critical national security question: does America's defense industrial base have the capacity and resilience needed for a larger conflict with China or Russia? Defense expert Dr. Seth Jones joins Rep. Crenshaw to discuss why America struggles to build weapons fast enough and what policies could strengthen our military edge. They also discuss lessons from the war in Ukraine, the most likely scenarios as China ramps up pressure on Taiwan, and the number one threat to the homeland that most people are ignoring: drone attacks.   Seth G. Jones is president of the Defense and Security Department and Harold Brown Chair at the Center for Strategic and International Studies. Find his work at https://www.csis.org/.