Podcasts about ubs

VLOG Jan 16 Habeas mooted as ICE flies woman to Ecuador? https://innercitypress.com/sdny102aoetkenbrisenoicp011526.html Pokemon card fraud cooperator https://www.patreon.com/posts/card-games-in-on-148329336Fed loses UBS letter? https://innercitypress.com/bank33cubsfedoccicp011526.html asks Fulton branch closings. CBU Bank death industry M&A. @UNMediaLiaison press ban

SPX correlation is historically low, while the average single-stock volatility is elevated amid AI momentum. In this edition of the All Options Considered podcast, BI's Chief Global Derivatives Strategist Tanvir Sandhu is joined by Maxwell Grinacoff, Head of US Equity Derivatives Research at UBS. They discuss the dynamics of equity volatility, growth of derivative-based ETFs, shift in product composition and option flow as a source of market dislocations.

Protect Your Retirement with a PHYSICAL Gold and/or Silver IRA https://www.sgtreportgold.com/ CALL( 877) 646-5347 - You Can Trust Noble Gold Silver just hit $93 as you read this. UBS and other international banks are trapped in massive silver short positions with no hope of escape. We are living through history. And YOUR fiat Dollar is hyper-inflating away when priced in PHYSICAL SILVER. This is a SGT Special report. Thanks for tuning in. Buy your PHYSICAL silver & gold HERE: FREE shipping on orders over $499: https://sdbullion.com/gold-silver-ira?utm_source=sgtreport https://old.bitchute.com/video/Hu8qocL3BoPh/

In the first episode of Season 6, Adrian Ellis speaks with Noah Horowitz, CEO of Art Basel, about how art fairs shape cities and cultural ecosystems. Their conversation explores the evolving role of Art Basel as a cultural platform operating at the intersection of culture, capital, and place – and what that means for the cities that host them.External references:Art Basel: Global art fair platform founded in Basel in 1970, with editions in Basel, Miami Beach, Hong Kong, Paris, and Qatar.MCH Group: Swiss-based live marketing and events company and parent company of Art Basel.UBS & Art Basel – The Art Market Report: Annual research report referenced in the discussion of market dynamics and collecting trends.Art Basel Paris: Art Basel's Paris edition, held at the Grand Palais.Art Basel Qatar: Newly announced Art Basel edition, launching in Doha, Qatar, 5-7 February 2026.About our guest:Noah Horowitz, is CEO of Art Basel. Previously Director of Americas for Art Basel, he has also held leadership roles at Sotheby's and The Armory Show. Trained as an art historian, his work sits at the intersection of the art market, cultural institutions, and urban life. +

In the latest NFL Players: Second Acts podcast, Peanut Tillman and Roman Harper are joined by former Pro Bowl defensive end Adewale Ogunleye. Adewale and Peanut discuss playing together on the Chicago Bears and reminisce on playing in Super Bowl XLI against the Indianapolis Colts. Adewale also explains how he learned to manage his money after getting a big contract and why he moved into wealth management at UBS after he retired. Peanut also shares the story of how he “saved” Adewale’s life. The NFL Players: Second Acts podcast is a production of the NFL in partnership with iHeart Media.See omnystudio.com/listener for privacy information.

In the latest NFL Players: Second Acts podcast, Peanut Tillman and Roman Harper are joined by former Pro Bowl defensive end Adewale Ogunleye. Adewale and Peanut discuss playing together on the Chicago Bears and reminisce on playing in Super Bowl XLI against the Indianapolis Colts. Adewale also explains how he learned to manage his money after getting a big contract and why he moved into wealth management at UBS after he retired. Peanut also shares the story of how he “saved” Adewale’s life. The NFL Players: Second Acts podcast is a production of the NFL in partnership with iHeart Media.See omnystudio.com/listener for privacy information.

Take a seat. For today's overlooked stock, George Tsilis turns to Adient (ADNT), a manufacturer of seating systems for passenger and commercial vehicles. UBS offered a lift for shares after upgrading the stock to buy from neutral due to its "attractive valuation." George takes investors through the company's financials to explain the numbers driving UBS's updated bullish view. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

In the latest NFL Players: Second Acts podcast, Peanut Tillman and Roman Harper are joined by former Pro Bowl defensive end Adewale Ogunleye. Adewale and Peanut discuss playing together on the Chicago Bears and reminisce on playing in Super Bowl XLI against the Indianapolis Colts. Adewale also explains how he learned to manage his money after getting a big contract and why he moved into wealth management at UBS after he retired. Peanut also shares the story of how he “saved” Adewale’s life. The NFL Players: Second Acts podcast is a production of the NFL in partnership with iHeart Media.See omnystudio.com/listener for privacy information.

UBS chief executive Sergio Ermotti is planning to step down in April 2027, and Paramount threatened a proxy fight in its latest move to force Warner Bros Discovery back to the negotiating table. Plus, the FT's Robert Armstrong explains what could come next in US President Donald Trump's crackdown on the Federal Reserve. Mentioned in this podcast:UBS boss Sergio Ermotti plans to step down in April 2027Paramount threatens proxy fight in battle for Warner Bros DiscoveryWhat is behind the criminal investigation into Jay Powell?Former Fed chiefs attack DoJ probe into Jay PowellFT subscription sale Note: The FT does not use generative AI to voice its podcasts Today's FT News Briefing was hosted and edited by Marc Filippino and produced by Sonja Hutson. Our show was mixed by Kelly Garry. Additional help from Gavin Kallmann. Our executive producer is Topher Forhecz. Cheryl Brumley is the FT's Global Head of Audio. The show's theme music is by Metaphor Music.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

«Midterm-Review» nennt das KOF Institut der ETH ihren Vorschlag, um die UBS zu regulieren, ohne dem Wirtschaftsstandort Schweiz zu schaden. Das Eigenkapital soll schrittweise erhöht werden, die Auswirkungen 2031 kritisch überprüft. Das schlägt Co-Direktor Hans Gersbach vor. Die UBS moniert, die vom Bundesrat vorgeschlagenen Eigenkapitalanforderungen seien volkswirtschaftlich zu wenig durchdacht. Die Folgen für die Schweizer Wirtschaft, auch für die Grossbank und den Werkplatz Schweiz seien zu gravierend. Die UBS erhält breiten Support von Wirtschaftsverbänden und den bürgerlichen Parteien. Das KOF Institut der ETH ist nach ihrer Einschätzung nicht überzeugt vom politischen "Kompromiss", welcher nun in die parlamentarische Diskussion einfliessen soll: Statt ausschliesslich hartem Eigenkapital sollen auch AT1-Kapitalinstrumente (sogenannte bedingte Wandelanleihen) zur Unterlegung ausländischer Tochtergesellschaften angerechnet werden, die bei einer Verschlechterung der Kapitalquote oder im Krisenfall verlusttragend sind und abgeschrieben werden können. Das KOF Institut nimmt aber die volkswirtschaftlichen Bedenken ernst und schlägt nun einen neuen Weg vor: den «Midterm-Review»: Bis 2031 soll schrittweise in Richtung der neuen Eigenkapitalvorschriften wie vom Bundesrat vorgeschlagen gegangen werden. Falls sich die Befürchtungen beginnen zu bewahrheiten, müssten neue Wege gesucht werden. Warum taugen AT1 Instrumente weniger gut als hartes Eigenkapital? Ist eine Abkehr von den Eigenmittelanforderungen nicht zu spät, wenn sich negative Auswirkungen zeigen sollten? Was wären die Alternativen in einem solchen Fall? Hans Gersbach, Co-Direktor der KOF, ist zu Gast im Tagesgespräch bei Karoline Arn.

All former living Federal Reserve Chairs sign a joint condemnation of the federal criminal investigation into current chairman Jerome Powell. UBS CEO Sergio Ermotti is reportedly eyeing an exit from the position next year, triggering a succession race for one of the most contentious jobs in European banking. Airbus beats its revised delivery target for 2025 to cement its place as the world's largest plane maker.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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

Want a quick estimate of how much your business is worth? With our free valuation calculator, answer a few questions about your business, and you'll get an immediate estimate of the value of your business. You might be surprised by how much you can get for it: https://flippa.com/exit -- Are you a business owner thinking about the next chapter? Too many entrepreneurs focus entirely on building their company but fail to prepare themselves, and their finances, for the exit. In this episode, Steve sits down with Tim Golas, Partner and Co-Founder at Spurstone, to discuss the tactical realities of selling a business. From the dangers of concentration risk to the "Fish and Chip" method of negotiation, Tim breaks down how to run two parallel paths: optimizing the business for sale and preparing your personal wealth for the liquidity event. Whether you are looking to sell in 2026 or just want to de-risk your current operations, this episode provides a roadmap for maximizing your deal terms and protecting your legacy. -- Timothy Golas is an exit planning advisor, fiduciary, and Partner at Spurstone who serves as a trusted confidant to eight- and nine-figure business owners navigating major financial transitions. A founder himself, he understands the pressure and complexity of building a business and the risks of exiting without the right strategy or support. With more than 20 years of experience advising successful families, executives, and stakeholders across the U.S., Timothy helps founders and multi-owner teams protect what they've built, maximize value, and move forward with clarity and confidence. As a Certified Exit Planning Advisor (CEPA), he specializes in value acceleration, tax-efficient exits, and guiding entrepreneurs through Spurstone's Grind to Good Life framework, from exit preparation to post-exit fulfillment, bringing both expertise and empathy to a deeply personal transition. Website - https://www.spurstone.com/ LinkedIn - https://www.linkedin.com/in/timothygolas/ Timestamps: (00:22) From Wall Street to Main Street: Tim shares his background at UBS during the financial collapse and why he founded Spurstone to better serve entrepreneurs and business owners. [02:00) The 2-3 Year Window: Why you need to start planning years before the sale. The concept of "Parallel Paths" - preparing the business entity and the personal financials simultaneously. (04:12) Combating Concentration Risk: How to identify if your business is too reliant on one client. Tactical Tip: Tim discusses the strategy of acquiring smaller companies to dilute client concentration before going to market. (08:12) When is the Right Time to Sell?: Navigating age, market conditions, and avoiding "forced" exits (Death, Disability, Divorce). (13:54) Maximizing Valuation: Moving beyond the top-line number. Understanding the difference between EBITDA and Normalized EBITDA, and why "de-risking" (e.g., settling litigation, owning real estate) drives multiples higher. (15:32) The Biggest Mistake Sellers Make: Why you should never wait for an LOI (Letter of Intent) to land on your desk before you start planning. (19:30) The "Fish and Chip" Method: A warning on how buyers use high valuations to hook sellers, only to chip away at the price during due diligence. (21:14) M&A Trends for 2026: What's happening with Baby Boomers, the trades, and manufacturing sectors. The rise of Private Equity roll-ups. -- The Exit—Presented By Flippa: A 30-minute podcast featuring expert entrepreneurs who have been there and done it. The Exit talks to operators who have bought and sold a business. You'll learn how they did it, why they did it, and get exposure to the world of exits, a world occupied by a small few, but accessible to many. To listen to the podcast or get daily listing updates, click on flippa.com/the-exit-podcast/

Have you thought about what your founder futures look like if you're suddenly not here—and whether your business worth is actually protected? You spend your time thinking about growth, valuation, exits, and risk—but many founders avoid the uncomfortable questions about legacy, control, and continuity. This episode connects estate planning to founder futures, showing how personal preparedness, governance decisions, and AI disruption all shape what really happens to the value you've built when circumstances change. By listening, you'll gain: A practical framework for protecting your founder futures by understanding how estate plans, healthcare directives, and digital assets prevent chaos for your family and your company. Clear insight into scaling a venture-backed platform the right way, including term sheets, preference stacks, board control, and why "IPO-ready" thinking matters more than chasing an IPO. A CEO's perspective on AI disruption and defensibility, including how category leaders must rebuild for an AI-native future before competitors force the change. Press play and learn how to safeguard your founder futures while building a company—and a legacy—that holds up under real-world pressure. Check out: ~06:30–09:30 Why estate planning matters even if you "don't have much" Cody explains why wills, healthcare directives, and digital assets matter regardless of net worth—and why certainty beats assumptions for families and founders. ~32:00–38:00 Venture capital reality: term sheets, preferences, and board control A candid CEO-to-CEO discussion on VC tradeoffs, preference stacks, governance, and why founders must be willing to walk away from bad terms. ~1:07:00–1:14:00 AI disruption and rebuilding to protect the business Cody outlines why AI is both the biggest threat and opportunity, and how Trust & Will is thinking about becoming AI-native before a challenger forces the change. About Code Barbo Cody Barbo is the Co-Founder & CEO of Trust & Will, the leading digital estate planning platform in the U.S., trusted by over one million families. Since launching in 2017, Trust & Will has modernized legacy planning with simple, secure, and attorney-approved online solutions tailored to state-specific laws. Under Cody's leadership, the company has raised over $75 million in funding, and its customers report more than $100 billion in estate assets on the platform. Trust & Will supports 20,000+ financial advisors and 200+ banks and enterprise partners, including AARP, Fifth Third Bank, UBS, and USAA. Recently, the company introduced EstateOS, the first intelligent estate planning platform designed to revolutionize legacy planning through embedded AI guidance, streamlined workflows, and enhanced collaboration between families and financial professionals. Trust & Will was recognized on the Inc. 5000 list for the second consecutive year in 2024. Cody was named an EY Entrepreneur Of The Year® 2023 Pacific Southwest Award Winner and regularly contributes to Forbes, Fast Company, and Inc. He is passionate about leveraging technology to transform estate planning from a transactional task into a deeply meaningful and personal experience.

Kiran Ganesh joins us with some timely updates to the UBS ‘Year Ahead’ publication, which was released back in November. Can AI innovation, fiscal spending and easing monetary policy power a new era of growth?See omnystudio.com/listener for privacy information.

Es kommt in der Schweiz nicht häufig vor, dass es einen nationalen Trauertag gibt und während Tagen die Fahnen bei Regierungsgebäuden auf Halbmast sind. Die Brandkatastrophe hat vor allem auch wegen der vielen ausländischen Opfer auch international für viel Aufsehen gesorgt. Alle Themen: (00:00) Intro und Schlagzeilen (01:56) Gedenkfeier für die Opfer von Crans-Montana (08:17) Nachrichtenübersicht (12:19) Trauertag in der Schweiz – und die Frage der Aufarbeitung (22:28) EU-Staaten stimmen für Mercosur-Abkommen (25:31) Wieviel Eigenkapital für die UBS? (30:37) Venezuela: China reagiert gelassen (36:51) Die Zukunft des Lesens in einer digitalisierten Welt

Online grocery sales surged 29% in November to $12.3 billion. During inflation. During tight budgets.How is that possible?Higher-income households are driving explosive e-grocery growth – placing 3.1 orders per month with frequency climbing for 15 consecutive months. But they're not the endgame. They're the early warning signal.UBS predicts grocery will be the first industry disrupted by agentic AI. The category everyone said would never go online? It's going first. And by the time everyone realizes what's happening, will it be too late to catch up?Hosted by Chris Walton, former Target executive and co-host of the Omnii Talk Retail Fast Five Podcast. New episodes of Walton's Weekly Wramblings drop every Friday.Brought to you with the help and support of Mirakl - The catalyst of commerce. Over 450 retailers are opening new revenue streams with marketplaces, dropship, and retail media. Unlock more products, more partners, and more profits without the heavy lifting. Visit Mirakl.com to learn more.Subscribe now and be careful out there - the retail landscape is changing faster than ever.

Carl Quintanilla, Sara Eisen, & David Faber kicked off the hour with new jobs data - and the latest out of a busy 24 hours from the White House... including the President's latest comments moving defense, housing, and even auto stocks. One longtime market veteran gave her top picks for the volatility - while CNBC's Diana Olick talked fallout for the homebuilders. Plus: Eurasia Group's Ian Bremmer joined the team with his take on the U.S.'s next targets (and top risks) abroad.  Also in focus: UBS's healthcare playbook - as the group rallies to start the year to new highs... and details on CNBC's newest initiative: CNBC Cures.   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

With Jason Diamond and Louis Diamond Overview As 2026 comes into focus, advisors face a new set of strategic questions. This Industry Update explores the forces reshaping growth, deal structures, and enterprise value—and what those shifts may signal for the new year and beyond. Watch… Listen in… > Download a transcript of this episode… NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. About this episode… Over the last year, we've seen meaningful shifts in how advisors think about growth, long-term strategy, and enterprise-value creation. Some of those changes were obvious. Others were quieter, but no less consequential. And with 2025 in the rearview mirror, the real question becomes: What does it all mean for the year ahead? Before this recording, we published our annual Of Myths and Moving article—a retrospective look at the narratives that shaped advisor decision-making in 2025. This conversation builds on that foundation, but with a different objective: to share perspectives on what the road ahead may look like. Listen in as Jason and Louis discuss: The most prominent developments from 2025—and those we believe will continue to compound and serve as inflection points for advisors and firms. Evolving deal structures—and what that means for advisors considering change. The business models under increasing pressure—and where we expect the most advisor movement to come from next. Creative capital constructs—and how it may impact the movement of top teams. The realities around growth and scale—and how expectations are shifting across the industry. The role of tech and AI—and whether advisors and firms will see advancements as a friend or foe. It's an annual episode designed to help advisors think more clearly about the forces shaping their businesses and how to position themselves thoughtfully for what comes next. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources Of Myths and Moving: 2025 6 common misconceptions in the wealth management industry that have new meaning for financial advisors in the coming year. The Transition Roundtable: Merrill, UBS, Wells, and Morgan Advisors Reflect on Their Paths Four top advisors who each left a major firm share how they built successful independent businesses on their own terms. Originally recorded as a live webinar, this candid roundtable explores the real fears, challenges, and opportunities of transition, and what advisors wish they'd known before making the leap. Top Tips for Setting Your Business Up for Success Years Before a Move Even if a move is years away, or just a possibility, these insights will help you position your business and team for success, whenever the time is right. Also available on your favorite podcast app and other media sites

Constellation Brands (STZ), parent company of Modelo and Corona, served an earnings win that lifted the stock Thursday morning. Even as demand improved, Diane King Hall says net sales still declined. UBS shed a light on the retail space with an upgrade on Gap Inc. (GAP) as its sales increase. However, Diane points to a laggard in Nike (NKE) after Needham downgraded the stock, as the firm sees the company's turnaround story taking too long. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Dr. Chris Marshall analyzes AI from all angles including market dynamics, geopolitical concerns, workforce impacts, and what staying the course with agentic AI requires.Chris and Kimberly discuss his journey from theoretical physics to analytic philosophy, AI as an economic and geopolitical concern, the rise of sovereign AI, scale economies, market bubbles and expectation gaps, the AI value horizon, why agentic AI is harder than GenAI, calibrating risk and justifying trust, expertise and the workforce, not overlooking Rodney Dangerfield, foundational elements for success, betting on AIOps, and acting in teams.     Dr. Chris L Marshall is a Vice President at IDC Asia/Pacific with responsibility for industry insights, data, analytics and AI. A former partner and executive at companies such as IBM, KPMG, Oracle, FIS, and UBS, Chris's mission is to translate innovative technologies into industry insights and business value for the digital economy.Related ResourcesData and AI Impact Report: The Trust Imperative (IDC Research)A transcript of this episode is here.

Carl Quintanilla, Sara Eisen, & David Faber kicked off the hour with some reasons to be optimistic about markets and growth into 2026 - before breaking down the bear case with Cantor Fitzgerald's Chief Equity Strategist who's warning of a drawdown ahead. Plus: what comes next in Venezuela as the President says the U.S. could reimburse energy companies to rebuild there... with one expert who says that's no easy task - and UBS's top picks within the financials as the group kicks off 2026 with a big rally to fresh all-time highs.  Also in focus: the state of the AI race and how demand is holding up - with the CEO of AMD, who sat down with the team for a wide-ranging interview, live from one of tech's biggest conferences of the year. Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Giuseppe is a franchising expert who's spent 20+ years helping over 200 individuals achieve business ownership. His experience in sales, marketing, and management at firms like UBS and J.P. Morgan have guided thousands in investments, reaching over $1 billion in sales. Now with FranChoice, Giuseppe helps aspiring entrepreneurs find franchise opportunities that fit their goals and lifestyle. He believes that "Freedom favors the bold,"—helping others take bold steps toward business ownership, financial security, and the freedom they've been dreaming of. During the show we discuss: What inspired a career in franchising and helping others succeed. The key differences between starting a business vs. buying a franchise. How to choose the right franchise for your goals and lifestyle. Typical investment ranges and funding strategies for franchise ownership. How to leverage OPM (Other People's Money) to buy a franchise. Ways to access a franchise consultant for free guidance. Timeline expectations: how long it takes to get a franchise up and running. Flexibility options, including part-time ownership and scaling to multiple units. How to plan for a smooth exit from a franchise. Resources:  https://www.franchoice.com/  https://ggthefranchiseguide.com/

UBS is counting down to this year’s US semiquincentennial with a series of reports exploring 250 years of uniquely American innovation. In part two, UBS’s Nathaniel Gabriel discusses the ascent of the aviation sector.See omnystudio.com/listener for privacy information.

A Conversation With Stephen KohnWhistleblower legend Stephen Kohn joins Eric Green for a no-BS look inside the world of tax whistleblowing, billion-dollar recoveries, and why the IRS program is failing to live up to its potential.From the UBS case that shook Swiss banking to the bipartisan bill that could finally fix the system, Stephen breaks down what's working, what's broken, and why whistleblowers remain America's best weapon against large-scale tax cheats.If you care about tax justice, enforcement, or the future of whistleblower law, this fast-moving conversation is essential listening.Click here to Contact your Representative today to advocate for the inclusion of the reforms in the Taxpayer Assistance and Service Act.Contact Steve Kohn at https://kkc.com/our-whistleblower-law-firm/our-whistleblower-lawyers/stephen-m-kohn/

Today's guest is Sandro Venturini, Executive Director at UBS Asset Management Switzerland. Sandro brings deep expertise in fund structuring, cross-border launches, and data integration for financial services. Sandro joins Emerj Editorial Director Matthew DeMello to explore how fragmented fund data creates silos in mergers and launches, and how a single source of truth enables AI to streamline compliance and reporting. Sandro also shares practical takeaways, such as using AI to anticipate stakeholder concerns from term sheets, generate draft prospectuses that slash legal fees and formation costs, and customize investor reporting to reduce manual errors across share classes. Just a quick note for our audience that the views expressed by Sandro Venturini on today's program do not reflect those of UBS or its leadership. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast!

Nach dem Terroranschlag am Bondi Beach herrscht in Australien weiter Alarmstufe Rot. Das berühmte Silvesterfeuerwerk in Sydney soll trotzdem stattfinden. Vom Dach des Opernhauses aus werden Scharfschützen hunderttausende Menschen beobachten. Die Metropole zeigt sich vorbereitet. Weitere Themen: Bestärkt durch ihre Rolle bei der CS-Übernahme durch die UBS, startete Karin Keller-Sutter mit viel Rückenwind in ihr Jahr als Bundespräsidentin. Doch dann folgte im Sommer der Zollhammer aus den USA. Was bleibt von Karin Keller-Sutters Präsidialjahr? Seit Jahren ist die Pharmaindustrie eine wichtige Stütze der Schweizer Wirtschaft. Sie generiert Arbeitsplätze, Steuereinnahmen und Wohlstand. Doch die fetten Jahre sind vorbei. 2026 wird anspruchsvoll.

A special seasonal edition featuring Nobel laureates in economics whose insights inform UBS’s approach to answering complex questions. The 2024 laureate, Daron Acemoglu, reflects on the turbulent times in which we live.See omnystudio.com/listener for privacy information.

The FDA approving the first GLP-1 pill for obesity from Wegovy maker Novo Nordisk. CNBC speaking with the CEO about expanding access and how the pill will increase the company's competitive edge. Then, former U.K. Treasury Minister Jim O'Neill. His outlook for global markets. And President Trump saying “aggressive housing reform” is coming next year. UBS helps look at possible policy changes and the impact to stocks in the sector. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Nabeel Kaukab is the Founder and CEO of Jaan Health, a software company transforming chronic disease management with AI-powered virtual care. He brings over 25 years of experience bridging healthcare and emerging technology. Before starting Jaan Health, he spent a decade as a Healthcare Investment Banker at UBS & Barclays Capital, where he advised on and executed IPOs, acquisitions and other financings worth more than $50 billion. Prior to that, Nabeel was an early-stage hire and software developer at Viant Corporation, where he helped build some of the earliest Internet applications and open several offices in the US and Europe, leading to the company's successful 1999 IPO. He has a BA in Neuroscience and Behavior from Columbia University and attended graduate school for Biotechnology & Bioengineering at the University of Pennsylvania. Hosted on Acast. See acast.com/privacy for more information.

En 2025, le nombre de milliardaires a atteint un niveau inédit ! Près de 300 personnes ont franchi la barre du milliard de dollars, portant le total mondial à environ 3 000 milliardaires !   Leur fortune globale a également connu une forte progression : en un an, elle a augmenté de 13 %. À eux seuls, ils concentrent désormais 15.800 milliards de dollars de richesse. Ces données proviennent du rapport annuel de la banque suisse UBS, publié le 4 décembre 2025.  Comment peut-on expliquer une telle croissance ? Est-elle seulement liée aux héritages ? Écoutez la suite de cet épisode de "Maintenant, vous savez". Un podcast Bababam Originals écrit et réalisé par Magalie Bertet. À écouter ensuite : Qui est l'homme le plus riche de l'histoire ? Pourquoi les riches sont-ils mal-aimés en France ? Qu'est-ce que l'effet Matthieu, qui explique les inégalités de richesse ? Retrouvez tous les épisodes de "Maintenant vous savez". Suivez Bababam sur Instagram. Learn more about your ad choices. Visit megaphone.fm/adchoices

一， 上個星期，因為市場對數據中心的債務融資疑慮 持續攪動著人工智慧 (AI) 題材，圍繞甲骨文 的新一波擔憂讓拋售潮進一步加劇。晶片製造商Broadcom股價也跟著重挫，五日累計跌幅甚至超過了19%。 12月19日，瑞銀（UBS）在2026年展望報告中，明確的指出核心挑戰：「人工智慧發展放緩、通膨再次抬頭、債務問題重現，讓市場可能面臨新的挑戰。」連台灣的央行都在12月18日點出3個風險，直言AI熱潮導致科技股股價及集中度過高，一旦市場情緒反轉，股價恐大幅下跌修正，是近期影響金融穩定的重要風險。 南韓大型企業集團SK集團的董事長崔泰源也在12月初的首爾一個論壇上表示，人工智慧(AI)產業並未出現泡沫現象，但AI相關股票因過快上漲，可能面臨修正壓力。我們到底要怎麼看待這波由人工智慧帶領的股市大長多？ 二， 12月5日，美國發佈了新版國家安全戰略，猛批歐洲經濟衰退且面臨文明消亡的嚴峻前景。這些表述引起歐洲領導人的不安，他們對川普展現出的“敵對”態度感到擔憂。 12月19日，歐盟委員會主席馮德萊恩打破沈默，對川普政府的言論作出了回應。馮德萊恩在歐洲議會發表講話稱，歐洲不應該對其他國家的評論感到震驚，不能讓他人的世界觀定義歐洲。 事實上，12月16日，S&P Global公布的歐元區 12 月綜合採購經理人指數 (PMI) 初值由 11 月的 52.8 滑落至 51.9，雖仍高於 50 的榮枯線，但低於分析師原先預期的持平水準。 漢堡商業銀行指出，整體數據轉弱主要歸因於德國工業部門，該產業的下行壓力持續加劇，整體而言，歐元區經濟在邁入新的一年之際，前景仍顯得相當不穩定。我們又應該怎麼解讀歐洲經濟的未來發展？ Powered by Firstory Hosting

This week we’re joined by UBS's Emma Wheeler and Marianna Mamou to discuss their work on women’s wealth and supporting female entrepreneurs. Plus: Meet the 2025 UBS Female Founder Award winner, Databento's CEO, Christina Qi.See omnystudio.com/listener for privacy information.

Asia-Pacific markets kick off the week on a strong footing - and beneath the surface, capital is quietly rotating, power is concentrating, and old franchises are finding new life. In today’s Market View, we unpack Keppel REIT’s move beyond offices into retail, and whether investors are warming to that diversification even as Singapore offices remain core. We look stateside as Wall Street ends the week mixed, with Bank of America flagging Estée Lauder, UBS, and Bruker as 2026 plays - from consumer brands to precision instruments. It’s UP or DOWN time with Oracle stepping deeper into TikTok’s US future, ByteDance eyeing a staggering US$50 billion profit year, and Elon Musk securing a record-breaking Tesla pay package - which gets a DOWN for governance optics. We also touch on Sony’s US$450 million bet on the Peanuts franchise, why Snoopy still matters at 75, and what ValueMax’s legal tussle means for investor sentiment. All that plus a holiday-shortened week ahead, the Straits Times Index check-in, and a cinematic Last Word from Pandora as Avatar: Fire and Ash hits the global box office - hosted by Michelle Martin with Ryan Huang.See omnystudio.com/listener for privacy information.

Today's guest is David McWilliams, an economist, podcast host and author. David worked at the Central Bank of Ireland, UBS and BNP Paribas and is the founder of the Kilkenomics Festival, a unique blend of economics and stand-up comedy. His book is called The History of Money: A Story of Humanity, which is my favorite book from 2025. In today's episode, David walks through the evolution of money over the last 5,000 years. He explains why money is a foundational social technology that is central to every aspect of our civilization, from the political to the artistic. He delves into historical anecdotes—from clay tablets in Mesopotamia to Gutenberg's printing press to Martin Luther's disruptive influence on the church. Throughout the episode, he emphasizes that economists need to do a better job helping people understand money and its role in navigating modern economic principles. (0:00) Starts (1:26) David explains the Kilkenomics Festival (3:41) David McWilliams on "Money, The History of Money, A Story of Humanity" (9:55) Evolution and trust in money throughout history (26:28) Impact of the Gutenberg printing press and Martin Luther (36:42) Historical perspectives on speculation and losing money (43:18) Future of economics, storytelling, and equity culture differences (49:18) Educating youth on finance and investing ----- Follow Meb on X, LinkedIn and YouTube For detailed show notes, click here To learn more about our funds and follow us, subscribe to our mailing list or visit us at cambriainvestments.com ----- Sponsor: Learn more about Alpha Architect and important information about the fund: funds.alphaarchitect.com/aaua  Follow The Idea Farm: X | LinkedIn | Instagram | TikTok ----- Interested in sponsoring the show? Email us at Feedback@TheMebFaberShow.com ----- Past guests include Ed Thorp, Richard Thaler, Jeremy Grantham, Joel Greenblatt, Campbell Harvey, Ivy Zelman, Kathryn Kaminski, Jason Calacanis, Whitney Baker, Aswath Damodaran, Howard Marks, Tom Barton, and many more.  ----- Meb's invested in some awesome startups that have passed along discounts to our listeners. Check them out here!  ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). ----- Ad Disclaimer: This information does not constitute advice or a recommendation or offer to sell or a solicitation to deal in any security or financial product. Certain information contained herein has been obtained from third party sources and such information has not been independently verified by The Idea Farm. No representation, warranty, or undertaking, expressed or implied, is given to the accuracy or completeness of such information by The Idea Farm or any other person. While such sources are believed to be reliable, The Idea Farm does not assume any responsibility for the accuracy or completeness of such information. The Idea Farm does not undertake any obligation to update the information contained herein as of any future date. Learn more about your ad choices. Visit megaphone.fm/adchoices

This segment of the Omni Talk Retail Fast Five, sponsored by the A&M Consumer and Retail Group, Mirakl, Ocampo Capital, Infios, and Quorso, unpacks November's stunning $12.3 billion in online grocery sales—the second time monthly sales topped $12 billion. Chris is gobsmacked by consumers choosing the more expensive delivery option despite budget constraints, while Anne attributes growth to improved curbside pickup experiences and loyalty incentives. Both hosts agree this signals that agentic AI will explode in grocery first, as UBS predicts, given consumers' growing comfort with repeat ordering and price transparency. ⏩ Tune in for the full episode here: https://youtu.be/RjBUyfWgxzY #onlinegrocery #grocerydelivery #ecommerce #curbsidepickup #Walmart #Target #agenticAI #consumertrends

Global spending on Artificial Intelligence (AI) is projected to reach $375 billion this year and and $500 billion by 2026, according to the UBS. That raises a fundamental question: is AI's value being driven by genuine technological progress, or by investor enthusiasm racing ahead of reality? Is the AI boom a bubble? Guests: Bhagwan Chowdhry and Anoop Kunchukuttan Host: Areena Arora Edited by Jude Francis Weston Learn more about your ad choices. Visit megaphone.fm/adchoices

In this special episode recorded at our A Photographic Life Live 2025 event at Oxford Brookes University Grant speaks with photographer and filmmaker Chris Floyd focusing on his approach to the photographic portrait, and the physical, spiritual and mental requirements of photographing celebrities. Chris Floyd Chris Floyd is a British photographer and film maker.  His photographic work has appeared in some of the world's most highly respected publications, including Vogue, Vanity Fair, The New Yorker, Harpers Bazaar, GQ, Esquire, The New York Times Magazine, The Sunday Times Magazine and Wallpaper* among others. In April 2021 Floyd was commissioned by The Duke and Duchess of Cambridge to photograph them at Kensington Palace in London in honour of their tenth wedding anniversary. In 2022 he published his first monograph dedicated to the broad sweep of his career 'NOT JUST PICTURES' is a 320 page volume, of portraits, with 60 pieces of written text that tell the stories behind some of his favourite pictures. Floyd has produced commercial work for Apple, Avis, Berry Bros. & Rudd, Glenfiddich, Haleon, Open University, Philips, Sony, The National Lottery, and Virgin Radio. As a director he has produced moving image work for Avis, BMW, Anthropologie, Nissan, Mr Porter, Sleaford Mods, The Smithsonian, Space NK, UBS, and Virgin Radio. www.chrisfloyd.com Dr.Grant Scott After fifteen years art directing photography books and magazines such as Elle and Tatler, Scott began to work zas a photographer for a number of advertising and editorial clients in 2000. Alongside his photographic career Scott has art directed numerous advertising campaigns, worked as a creative director at Sotheby's, art directed foto8magazine, founded his own photographic gallery, edited Professional Photographer magazine and launched his own title for photographers and filmmakers Hungry Eye. He founded the United Nations of Photography in 2012, and is now a Senior Lecturer and Subject Co-ordinator: Photography at Oxford Brookes University, Oxford, and a BBC Radio contributor. Scott is the author of Professional Photography: The New Global Landscape Explained (Routledge 2014), The Essential Student Guide to Professional Photography (Routledge 2015), New Ways of Seeing: The Democratic Language of Photography (Routledge 2019), and What Does Photography Mean To You? (Bluecoat Press 2020). His photography has been published in At Home With The Makers of Style (Thames & Hudson 2006) and Crash Happy: A Night at The Bangers (Cafe Royal Books 2012). His film Do Not Bend: The Photographic Life of Bill Jay was premiered in 2018. © Grant Scott 2025

John Pollock and Brandon Thurston look at the career of John Cena as the longest tenured main eventer in WWE's history and the fight between Netflix & Paramount.Topics this week include:The legacy of John Cena and his run on top in WWEThe showdown between Netflix and Paramount for control of WBDLawsuit over Cena's theme song Cena's latest comments on Vince McMahonMark Shapiro speaks at the UBS conference Judge issues order against Dr. Carlon Colker Mark Hunt's lawsuit George Barrios is writing a book & more Music courtesy: “Panic Beat” by Ben TramerPOST WrestlingSubscribe: https://postwrestling.com/subscribePatreon: http://postwrestlingcafe.comForum: https://forum.postwrestling.comDiscord: https://discord.com/invite/Q795HhRTwitter/Facebook/Instagram/YouTube: @POSTwrestlingBluesky: https://bsky.app/profile/postwrestling.comWrestlenomicsSubscribe: https://wrestlenomics.com/podcast/Patreon: https://patreon.com/wrestlenomicsSubstack: https://wrestlenomics.substack.com/Twitter/Facebook/Instagram/YouTube: @WrestlenomicsBluesky: https://bsky.app/profile/wrestlenomics.comOur Sponsors:* Check out Progressive: https://www.progressive.com* Check out Uncommon Goods: https://uncommongoods.com/postwrestlingAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

John Pollock and Brandon Thurston look at the career of John Cena as the longest tenured main eventer in WWE's history and the fight between Netflix & Paramount.Topics this week include:The legacy of John Cena and his run on top in WWEThe showdown between Netflix and Paramount for control of WBDLawsuit over Cena's theme song Cena's latest comments on Vince McMahonMark Shapiro speaks at the UBS conference Judge issues order against Dr. Carlon Colker Mark Hunt's lawsuit George Barrios is writing a book & more VIDEO VERSION: https://youtube.com/live/rnlQzI7nnC4Music courtesy: “Panic Beat” by Ben TramerPOST WrestlingSubscribe: https://postwrestling.com/subscribePatreon: http://postwrestlingcafe.comForum: https://forum.postwrestling.comDiscord: https://discord.com/invite/Q795HhRTwitter/Facebook/Instagram/YouTube: @POSTwrestlingBluesky: https://bsky.app/profile/postwrestling.comWrestlenomicsSubscribe: https://wrestlenomics.com/podcast/Patreon: https://patreon.com/wrestlenomicsSubstack: https://wrestlenomics.substack.com/Twitter/Facebook/Instagram/YouTube: @WrestlenomicsBluesky: https://bsky.app/profile/wrestlenomics.comSupport this podcast at — https://redcircle.com/wrestlenomics/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Hear TKO's Mark Shapiro speak about the future of WWE archived content and NXT PLEs from the UBS conference on December 9, 2025.

the ai bubble, retail mania & what comes next for marketsWelcome to Season 3, Episode 16 of Two Blokes Trading. This week's guest is Harry Melandri, a veteran macro strategist with over 30 years of experience across central banks, hedge funds, trading desks, and global macro research. Harry is now a Senior Advisor and Research Contributor at MI2 Partners (Macro Intelligence 2 Partners), where he helps decode systemic risks using predictive models, historical context, and policy insight.

In this explosive episode, Eric Green sits down with Bradley Birkenfeld, the iconic UBS whistleblower known worldwide as “Lucifer's Banker.” Birkenfeld shares the inside story of how he exposed the largest tax-evasion scheme in history, triggered a global crackdown on secret offshore banking, and ultimately helped return $40 billion to U.S. taxpayers. He is also the author of the book Lucifer's Banker Uncensored.From his rise inside the elite world of Swiss private banking to the shocking discovery of a secret memo that revealed UBS was preparing to scapegoat its own bankers, Birkenfeld walks listeners through the high-stakes decisions that led him to blow the whistle and the stunning retaliation he faced from the U.S. Department of Justice.Eric and Brad dig into:How Swiss banking really worked behind the scenesHow 19,000 secret U.S. accounts and billions in hidden assets came to lightWhy did the DOJ attack the whistleblower instead of the offendersThe political power networks that shielded UBS from full exposureThe Senate investigation that broke the case wide openWhat it actually takes to bring a successful IRS whistleblower claimThe global impact of Brad's disclosures — and why the fight is far from overUnfiltered, riveting, and backed by original documents and firsthand experience, this conversation pulls back the curtain on one of the most consequential financial scandals in modern history. Whether you're a tax professional, attorney, compliance expert, or simply someone who loves a real-world thriller, this is an episode you won't forget.Join us for a free webinar with Eric and Brad on January 8th – you can register here: https://taxrepllc.com/20260108-whistleblower/

Investors anticipate a Fed Christmas rate cut later this week with other central banks' final policy meetings potentially following suit. Soaring Chinese exports to the EU push the country's surplus beyond $1bn for the first time. Outbound shipments are up almost 6 per cent on the year with French President Emmanuel Macron threatening to slap tariffs on Beijing. Swiss lender UBS could soon benefit from the loosening of a banking regulation package which would otherwise require it to raise an additional $24bn in capital.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Longevity, Cash PT, and the $8 Trillion Opportunity You Can't Ignore In this episode, Doc Danny Matta breaks down why the global shift toward longevity is one of the biggest opportunities cash-based physical therapists will see in their careers. He shares real-world examples from high-end longevity models, explains why proactive, long-term health programming is exploding, and shows how cash PTs are uniquely positioned to lead this space. Quick Ask If this episode gets your wheels turning about longevity and long-term care, share it with another clinician who needs to hear it—and tag @dannymattaPT so he can reshare it. Episode Summary Patient experience as an edge: While competitors step out mid-session to finish notes, you can stay fully engaged by using Clair, an AI scribe that handles documentation instantly. Operational advantage: Clair gives you more time for follow-ups, planning, and patient touchpoints—leading to better retention and more efficient operations. Danny's background: Staff PT, active duty military PT, cash practice founder, seller, and now founder of PT Biz, which has helped 1,000+ clinicians start, grow, and scale their own cash practices. The longevity trend: Patients are realizing they'll live longer and want to be proactive, not reactive, about their health and performance. 10x-style models: Peter Attia's "10x"/10 Squared-type gym in Austin employs performance clinicians doing assessments, hands-on care, and programming over months and years at premium pricing. Equinox Longevity: Equinox launched a longevity offering priced around $35,000–$45,000 per year, combining assessments, bloodwork, training, and bodywork. Market validation: Big brands like Equinox don't roll out programs like this without deep market research—there is clear demand. The $8 trillion forecast: A UBS report projects the global longevity market could reach roughly $8 trillion by 2030. High continuity, low volume: Danny's friend running a longevity-focused model only needs ~30–40 new patients per year because clients stay for years. LTV over churn: With long-term, continuity-based care, you don't need a constant flood of new patients—you need strong retention and deep relationships. What these programs include: Long-term programming, movement and performance assessments, VO2 max testing, force plate work, blood panel interpretation, and lifestyle coaching around sleep, nutrition, and stress. Why cash PT is perfect for this: No insurance rules; you can spend an hour on sleep, stress, or habit coaching if that's what the patient needs. Visual differentiation: Cash clinics often look and feel like a high-performance lab or gym—nothing like a crowded hospital outpatient clinic. Community and referrals: Patients in long-term programs naturally talk about what they're doing and pull friends and family into your ecosystem. Tech as a differentiator: Tools like force plates, VO2 testing, structured assessments, and periodic retests make progress visible and drive buy-in. Standardizing longevity in cash PT: Danny sees longevity as a pillar every successful cash practice will eventually integrate in some form. Not one-size-fits-all: You can build your own version—solo, with a functional medicine group, or as part of a broader performance ecosystem. Lessons & Takeaways Longevity is a macro trend: People know they're going to live longer and want to invest in staying active, capable, and independent. Continuity beats volume: A few dozen long-term clients can support a strong business if they stay with you for years. Cash PT has structural advantages: You're not limited by insurance codes, visit caps, or what a payer thinks is "medically necessary." Data builds trust: Objective testing plus retesting makes progress real and keeps clients engaged. Longevity is "sticky" business: Once people see value in long-term health, they're less price sensitive and more loyal. Early adopters benefit most: Clinics that build longevity offerings now get ahead of a trend that large systems are just starting to chase. Mindset & Motivation Think in decades, not visits: Stop viewing patients as "10-visit plans" and start thinking in 5–10 year relationships. See yourself as a guide, not a fixer: You're not just solving pain—you're guiding someone's health span and performance over time. Health is real wealth: For your patients and for you—longevity work aligns your business model with what truly matters. Don't wait for permission: You don't need a big brand or hospital system to validate this for you; the demand already exists. Pro Tips for Clinic Owners Start with what you know: Build a simple longevity track around your existing strengths: strength, mobility, running, or performance. Add one objective test: Integrate VO2 testing, force plate jumps, or standardized movement screens with baseline + retest cycles. Layer in basic lifestyle coaching: Learn enough about sleep, stress, and nutrition to guide your patients or partner with someone who can. Use tech wisely: Don't buy everything at once—choose tools you'll actually use and that support your specific model. Leverage an AI scribe: Implement Clair so documentation doesn't steal time from long, relationship-based care. Notable Quotes "People are realizing they're going to live longer—and they want to be proactive, not reactive." "If a giant like Equinox is rolling out a $40,000-a-year longevity program, they've done the research. The demand is there." "My buddy needs 30 to 40 new patients a year. That's it. What game do you want to play?" "Cash-based PTs are uniquely positioned to capitalize on this trend—we're not handcuffed by insurance." "Health is real wealth. If you're not healthy, it doesn't matter how much money you have." Action Items Audit your current services: where could you naturally extend into long-term, proactive care? Sketch a simple 6–12 month "longevity track" for your ideal client, including assessments and retests. Identify one piece of tech or testing you could add to make your results more objective and compelling. Look for local partners (functional medicine, labs, coaches) who could complement your skill set. Consider using Clair to free up time so you can deepen relationships instead of chasing notes. Programs Mentioned PT Biz Part-Time to Full-Time 5-Day Challenge (Free): Learn exactly how much income you need to replace, how many people you need to see, and the specific strategies to go from side hustle to full-time practice owner. Join here. Resources & Links PT Biz Website Free 5-Day PT Biz Challenge MeetClair AI — Free 7-day trial for PTs About the Host: Doc Danny Matta — physical therapist, entrepreneur, and founder of PT Biz and Athlete's Potential. He's helped over 1,000 clinicians start, grow, scale, and sometimes sell their cash practices, and he's passionate about helping PTs build businesses that support long-term health and real financial freedom.

As the CEO of Art Basel, Noah Horowitz has made it his mission to ensure that the international art platform is seen, valued, and experienced—far beyond its art-fair roots—as a cultural catalyst and “opportunity accelerator.” Over the past 55 years, beginning with its tight-knit origins in Basel, Switzerland, in 1970, Art Basel has evolved into an international juggernaut, with best-in-class fairs also in Miami Beach, Hong Kong, and Paris—and soon, under Horowitz's leadership, Qatar, with an edition debuting there in February 2026. With more than two decades of experience, and as a tireless advocate and enthusiast for all things art, from artists and galleries to collectors and institutions, Horowitz is exactly the right person for the job.On this episode of Time Sensitive, Horowitz details his ambitious agenda to stretch Art Basel's reach into realms far beyond what would traditionally be considered the art world; shares his long-view perspective on the economics of art; and considers the centuries-old history that, in a roundabout way, helped lead to—and continues to inform and shape—today's art market.Show notes: [05:13] Art Basel Paris[05:13] Art Basel Qatar[05:13] Art Basel Miami Beach[05:13] Art Basel Hong Kong[07:54] Frida Escobedo[10:41] The Art Basel and UBS 2025 Survey of Global Collecting[10:41] Art Basel Awards[21:27] Rei Naito[23:51] Art of the Deal: Contemporary Art in a Global Financial Market (2011)[27:42] Rirkrit Tiravanija[41:18] High Art Lite: The Rise and Fall of Young British Art (2020)[32:42] KAWS[39:04] Princeton Record Exchange[42:18] Frieze[42:52] Hans Ulrich Obrist[42:52] Okwui Enwezor[45:00] Rem Koolhaas[45:57] Kirk Varnedoe[45:57] Pictures of Nothing: Abstract Art Since Pollock (2006)[50:05] Talking Prices: Symbolic Meanings of Prices on the Market for Contemporary Art (2005)[51:49] Clare McAndrew[54:42] The Experience Economy (2019)[58:43] Vincenzo de Bellis[1:03:04] Pérez Art Museum

UK pension funds are cutting back their exposure to US equities, and Swiss prosecutors have filed charges against Credit Suisse and its owner UBS over alleged organisational “deficiencies”. Plus, the chair of the UK's Office for Budget Responsibility has resigned, and the UK government will increase NHS spending on medicines to secure a carve-out from threatened US tariffs.Mentioned in this podcast:UK pension funds dump US equities on fears of AI bubbleSwiss prosecutors file charges against Credit Suisse and UBSHead of UK fiscal watchdog quits after Budget leakNHS to increase medicines spending to avoid threatened Trump tariffsNote: The FT does not use generative AI to voice its podcasts Today's FT News Briefing was hosted by Sonja Hutson, and produced by Fiona Symon. Our show was mixed by Kelly Garry. Additional help from Gavin Kallmann, Michael Lello and David da Silva. The FT's acting co-head of audio is Topher Forhecz. The show's theme music is by Metaphor Music.Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Giving Tuesday has become a global moment to celebrate generosity. But for believers, it can be much more than a once-a-year opportunity to give. It can become a catalyst to cultivate a lifestyle of intentional, joy-filled stewardship all year long.Today, we explore how to give with both heart and wisdom—so that our generosity reflects God's purposes, not merely the moment. Joining the conversation is Al Mueller, founder and CEO of Excellence in Giving and former executive with Morgan Stanley and UBS.Beyond the Moment: What Giving Tuesday Really RepresentsFor Al Mueller, Giving Tuesday is more than a charitable trend—it's an invitation.“Giving Tuesday is a great opportunity to begin acting on generosity,” he says, “but it's also a moment to pause and align with God's purposes.” Al reminds us of Paul's words in 2 Corinthians 9:7: “Each one must give as he has decided in his heart… for God loves a cheerful giver.”In other words, generosity is more than an impulse. It is an act of worship. Giving Tuesday can be a spark, but intentional stewardship is the flame that keeps burning throughout the year.Al summarizes biblical giving with a simple idea: “God gave us both a head and a heart—He didn't say pick one.”Wise stewardship holds both together:The heart expresses compassion, joy, and worship.The head evaluates impact, effectiveness, and alignment with God's purposes.Stewardship looks at the Kingdom outcomes we long to see and asks how we can best contribute to them. Some giving is planned, some spontaneous—but all of it can be intentional.Helping Donors Give With ExcellenceAt Excellence in Giving, Al and his team equip high-capacity givers—often those giving $1 million or more annually—to make well-informed, impactful decisions. They offer research, due diligence, and accountability that help donors shift from reactive to proactive giving.But these principles, Al emphasizes, are not reserved for the ultra-wealthy.“Everyone can do their own homework,” he says. “Everyone can ask good questions. Everyone can give intentionally.”Whether you're giving $50 or $50,000, evaluating ministries wisely matters. Al recommends starting with three core questions:What problem is the ministry trying to solve?What do they believe is the root cause of that problem?What measurable results have they seen?Healthy ministries provide clear reporting, measurable outcomes, and transparent leadership. They welcome questions and view accountability as part of discipleship.Key indicators to review include:Leadership stabilityDonor and staff retentionClear communicationTransparent financial practicesEvidence of life changeStrong ministries don't hide their results—they celebrate them.Red Flags: When to Think TwiceJust as there are markers of strong ministries, there are warning signs that should prompt caution:Vague vision without a clear planEmotional pressure or over-spiritualizing resultsLack of reporting or unwillingness to share outcomesOver-dependence on a single donorRepeated urgent appeals for fundsAl calls vague visions “ministry hallucinations”—dreams without blueprints. Just as you wouldn't build a house without plans, you shouldn't fund ministry without clarity.A Growing Trend: Collaborative GivingOne of the most exciting developments in philanthropy today is collaborative giving—donors pooling resources to make a larger, more strategic impact.Pooling resources:Helps ministries secure larger grantsReduces duplicationSaves ministries' valuable timeStrengthens unity within the body of Christ“This model lets donors and ministries accomplish something bigger together,” Al explains.No donor wants to micromanage, and no ministry seeks to be controlled. But accountability doesn't mean control—it means clarity.Al puts it this way: “Accountability is information given, not control taken.”Trust grows when ministries offer clear plans, measurable results, and honest reporting—what Al calls “a form of blessing” to donors.The Next Generation of GiversYounger donors give differently than their parents do. They are:More global in perspectiveMore results-orientedMore experiential—they want site visits and direct engagementMotivated by conviction rather than obligationPassionate about transparency and impactAl believes this next generation will reshape Christian generosity—mainly as significant wealth transfers occur in the coming decades.Al concludes with a powerful insight: there is a meaningful difference between being generous and being a steward.In the first century, a steward managed the household, finances, and fields on behalf of the master. The steward's job was simple: to know the heart of the master and act accordingly.Stewardship today means:Recognizing God owns it allSeeking His desires for His resourcesGiving with discernmentAiming to hear, “Well done, good and faithful servant.”Generosity is beautiful—but stewardship is a calling.Growing in Intentional GenerosityWhether you're giving on Giving Tuesday or cultivating lifelong generosity, the call is the same: give with joy, wisdom, and purpose.If you want to explore tools to help you give more strategically, you can learn more at ExcellenceInGiving.com. And if you'd like to partner with the mission of FaithFi, visit FaithFi.com/Partner to join us in helping believers integrate faith and financial decisions for the glory of God.On Today's Program, Rob Answers Listener Questions:What are your thoughts on annuities for someone approaching age 70?My wife and I are senior citizens and now have custody of our 10-year-old granddaughter—her father passed away, and her mother isn't involved. We want guidance on setting up a trust for her future. What's the best way to approach this?Resources Mentioned:Faithful Steward: FaithFi's Quarterly Magazine (Become a FaithFi Partner)Excellence in GivingWisdom Over Wealth: 12 Lessons from Ecclesiastes on MoneyLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA)FaithFi App Remember, you can call in to ask your questions every workday at (800) 525-7000. Faith & Finance is also available on Moody Radio Network and American Family Radio. You can also visit FaithFi.com to connect with our online community and partner with us as we help more people live as faithful stewards of God's resources. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

​​As load growth pushes the grid to its limits, the energy transition increasingly depends on one technology: storage. Batteries are becoming the backbone of reliable, clean power, and according to a recent UBS analysis, AI-driven data centers are set to trigger a “boom cycle” for energy storage in the next five years.As more clean energy comes online and global energy demand surges, batteries are proving essential to a flexible and resilient grid. But operating them is complex. Unlike wind or solar projects driven by long-term contracts, storage assets must constantly make decisions about when to charge and discharge, how to capture value across multiple markets, and how to stay profitable in an increasingly volatile energy system.Michael Baker, Co-Founder and CEO of Tyba, is working at the center of this shift. His team builds the software that helps batteries make smarter decisions in real time, turning storage into a reliable and profitable part of the grid. Powerhouse Ventures is fortunate to be an early investor in Tyba, first backing them in their seed round in January 2023.About Powerhouse Innovation and Powerhouse Ventures Powerhouse Ventures backs seed stage startups developing innovative software to advance clean energy, mobility, and industry. If you are thinking about building something in this space, get in touch with our team.Powerhouse Innovation is a best in class consulting firm, powered by the strongest energy innovation network, data and team in our industry. We partner with world's leading corporations, investors, and utilities to source and evaluate disruptive startups shaping the future of energy and industry.To hear more stories of founders building our energy abundant future, hit the “subscribe” button and leave us a review.

Let us know your thoughts. Send us a Text Message. Follow me to see #HeadsTalk Podcast Audiograms every Monday on LinkedInEpisode Title: