Podcasts about W2

Two topics today. First, unionization, which is having a real moment in healthcare. Banner Health's hospitalists just formed the largest physician union in Arizona. The Brigham and Women's nurses recently held the largest one-day strike in Massachusetts history. I get into why physicians are so far behind on this, historically we've been independent, and you can't unionize as a practice owner or contractor, and why we're catching up now that companies like Apollo MD, Sound Physicians, SCP Health, and even Optum are employing us. After the break, another eye drop recall. This one is a big one. 2.5 million bottles of prednisolone from Lupin Pharmaceuticals recalled after a foreign substance was found. Prednisolone is one of the most commonly prescribed drops in ophthalmology and standard after cataract surgery, so this one is going to be felt. Takeaways: Physician unionization is accelerating: Banner Health's hospitalists just formed Arizona's largest physician union, and the Brigham and Women's nurses recently held the largest one-day strike in Massachusetts history Physicians have lagged nurses on unionization because they were historically independent, practice owners and contractors can't unionize, but as more doctors become W2 employees of health systems, private equity groups, and corporations like UnitedHealthcare (the country's largest employer of physicians), unions become both viable and appealing SCP Health's move to hire displaced Valley Health emergency physicians as 1099 contractors has multiple downstream effects, no benefits obligations for the company, and no legal path to unionization for those doctors Lupin Pharmaceuticals is recalling 2.5 million bottles of generic prednisolone eye drops after a foreign substance was found; prednisolone is one of the most commonly prescribed post-cataract drops in ophthalmology, so a shortage could disrupt post-op inflammation control Instead of intra-healthcare-worker infighting, Will's ask is radical transparency from hospitals, actual prices, actual reimbursement rates, actual margins, actual payer contracts, so everyone can see where the money is really going before accepting the argument that one group's raise costs another its own To Get Tickets to Wife & Death: You can visit Glaucomflecken.com/live  We want to hear YOUR stories (and medical puns)! Shoot us an email and say hi! knockknockhi@human-content.com Can't get enough of us? Shucks. You can support the show on Patreon for early episode access, exclusive bonus shows, livestream hangouts, and much more! –⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ http://www.patreon.com/glaucomflecken⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠  Also, be sure to check out the newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://glaucomflecken.com/glauc-to-me/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ If you are interested in buying a book from one of our guests, check them all out here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.amazon.com/shop/dr.glaucomflecken⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ If you want more information on models I use: Anatomy Warehouse provides for the best, crafting custom anatomical products, medical simulation kits and presentation models that create a lasting educational impact.  For more information go to Anatomy Warehouse DOT com. Link: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://anatomywarehouse.com/?aff=14⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Plus for 15% off use code: Glaucomflecken15 -- A friendly reminder from the G's and Tarsus: If you want to learn more about Demodex Blepharitis, making an appointment with your eye doctor for an eyelid exam can help you know for sure. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.EyelidCheck.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for more information.  Head to http://www.cozyearth.com and use my code KNOCKKNOCK for an exclusive 20% off. Produced by⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Human Content⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Zach Richards is a private lender and co-founder of REI Capital Guys, who made his first private loan in July 2020 using $100,000 of his own savings while still working a software job. He now runs a lending fund with his business partner, doing loans across the country while living rurally in New England, keeping bees, and volunteering with mountain search and rescue.This episode covers how to break into private lending, how lenders structure deals differently than banks, and how to put idle capital in your Profit First tax and reserve accounts to work. If you have money sitting on the sidelines in a savings account, an old 401(k), or an IRA and you want it working harder, this conversation is for you.Timeline Summary[1:43] – Zach's background and why private lending appealed more than managing tenants[2:28] – The nightmare tenant in his duplex that soured him on rentals for good[3:10] – Three to four months of books, attorneys, and local meetups before ever lending a dollar[3:37] – His first deal in July 2020, a $100,000 loan to an experienced flipper that paid back in six months[4:44] – Why a good attorney on your loan documents is the difference between safety and disaster[5:29] – Zach admits the $100,000 was the bulk of his savings and how he talked himself into it[6:31] – How private lenders beat banks on speed by lending against the asset, not your tax returns[6:52] – His actual terms: 80% of purchase, 100% of repairs, up to 65% to 70% of ARV[7:43] – Why relationships matter so much that repeat borrowers get a yes over text[8:46] – The mental shift from a stable W2 paycheck to lumpy business owner cash flow[10:38] – The software engineer who had to force himself to build relationships instead of hiding in numbers[11:37] – Why he and his partner merged two separate lending companies to launch a fund[13:17] – The partnership secret: a disagreement is usually a different route to the same goal[18:17] – Whether you should move Profit First tax and reserve money out of low-yield bank accounts[19:13] – The liquidity rule: don't buy property with tax money, but shorter-term lending can work[21:04] – Why a borrower with a Profit First system looks more organized and more likely to execute[22:17] – What he's seeing in the market with properties sitting 30 to 45 days instead of selling overnight[24:08] – When to get into private lending and how to lend from a self-directed IRA or HELOC5 Key TakeawaysPreparation Beats A Track Record — Zach underwrote his first deal with zero lending history because he spent months on books, attorneys, and meetups first. The prep work is what made his first loan a win instead of a lesson.Private Lenders Win On Speed — Banks want tax returns, pay stubs, and 30 days. Private lenders underwrite the asset, which is why a flipper will pay more for a fast close and a real relationship.Know Your Stress Tolerance — Going from a W2 paycheck to business owner income means great months and dead ones. Learning to sit with that swing is a skill you have to build on purpose.Idle Capital Is Costing You — Money parked in Profit First tax and reserve accounts earning 1% could be lent out instead. Just respect liquidity so the cash is back when you need it.Build The Business Around The Life — Zach designed a business in a backpack so he could live rurally, keep bees, and run search and rescue. Putting first things first is the Profit First mindset applied beyond money.Links & ResourcesREI Capital Guys Self-Directed Rollover Guide — https://reicapitalguys.community/rollover-guide Simple CFO — https://simplecfo.com • Email Zach Richards — zach@reicapitalguys.comEnjoyed This Episode?If Zach's story about turning $100,000 in savings into a private lending fund got you thinking about the money sitting idle in your own accounts, don't let it keep collecting dust. Share this episode with an investor who's been curious about getting on the lending side of the table, and follow the show and leave a rating and review so more real estate investors can find these conversations.

Send us Fan MailEric walked away from his W2 job in education at the age of 50. He didn't have enough years of service to access his pension at 50, but him and his wife had over 1 million dollars in a taxable brokerage account to live off of in retirement. One day, the pension will come, until then, Eric still works as an educational consultant. With a paid for home, Eric and his wife plan on eventually selling, whenever their find their "forever" location. Currently, they are adventuring throughout the US doing what they call SLOMADING. Annoyed with quick travel and only seeing the "touristy" spots, they are dabbling into a slower paced travel, utilizing platforms like Furnished Finder to stay for 2-3 months in one spot, living like a local. So far, they have tried this approach in Omaha, NE...Coastal NC/SC, and their next pit stop is in the high desert in NM. They are trying to find their retirement spot, and they will travel the nation until they do so! Check out their website...Early Exit, Open Road!https://earlyexitopenroad.com/?fbclid=IwY2xjawTKcQtleHRuA2FlbQIxMABicmlkETFOWTNMSWJ6N2FoNnpDdU1vc3J0YwZhcHBfaWQQMjIyMDM5MTc4ODIwMDg5MgABHufomQCj17Inha7QhA-h8YJ-i_sjVzwXouhUiLNhi6CUdJ0hb2tTRPf9QRZS_aem_x2wxbnS0VvlcraB6cB-LpgBe a guest on the show:https://www.financiallyindependentteachers.com/contact-8Check out our website:https://www.financiallyindependentteachers.com/Sign up for FIT coaching:https://www.financiallyindependentteachers.com/services-4

Богатые люди думают о налогах не в апреле, а летом: готовить сани надо заранее, в декабре экономить уже поздно. В этом выпуске CPA и налоговый директор Тимур Князев объясняет, как иммигранту в США перестать переплачивать государству и превратить декларацию из головной боли в инструмент для жизни.Разбираем, чем W2 отличается от 1099 и почему контракт это на самом деле бизнес, что можно и что нельзя списывать, как работают акции от работодателя (RSU, вестинг, sell to cover) и крипта, что происходит с налогами при переезде между штатами и на удаленке. Отдельно - самая горячая тема для новичков: зарубежные счета, иностранные компании и ИП, наследство и подарки из-за границы, и какие штрафы за это грозят (спойлер: очень большие). Если вы недавно в США, работаете на W2 или 1099, получаете акции или у вас остались активы на родине - этот выпуск сэкономит вам деньги и нервы.О чем поговорили:Путь Тимура: от хедхантера в Москве до налогового директора в бигтехеПочему налоги надо планировать летом, а не в апрелеW2 против 1099: почему контракт это бизнесЧто реально можно списать, а что нельзяАкции от работодателя: вестинг, продажа, capital gains и частые ошибкиКрипта в декларации: что отслеживает налоговая в 2026Налоги при переезде между штатами и на удаленкеЗарубежные счета, компании, ИП: FBAR, CFC, GILTI и штрафыНаследство и подарки из-за границы: форма 3520Может ли AI помочь с налогами3 совета тем, кто хочет навести порядок в налогахГость выпускаTimur Knyazev (Тимур Князев) - CPA и налоговый директор в AI-компании o9, выпускник Большой Четверки (Ernst & Young и PwC). Автор книги US Tax Reform for Hipsters, ментор стартапов и налоговый советник для основателей.LinkedIn - https://www.linkedin.com/in/timurk/Сайт - www.timur.taxКнига - www.hipstertax.comНалоговый бутик - www.tk.cpa***Карьерная консультация (резюме, LinkedIn, стратегия, поиск работы в США) - https://annanaumova.comКоучинг (синдром самозванца, прокрастинация, страхи) - ссылкаТелеграм - https://t.me/prodcastUSAИнстаграм - https://www.instagram.com/prodcast.usТикТок - https://www.tiktok.com/@us.job⏰ Timecodes ⏰00:00 Интро00:43 Зачем думать о налогах уже летом05:29 От рекрутинга до Big Four в США18:34 Разница между W2 и контрактом 109919:54 Плюсы и страхи работы на контракте23:23 Почему летнее планирование спасает от переплат27:49 История Анны: цена налоговой ошибки30:25 Ловушка Obamacare и форма 1095A32:14 Какие расходы списывают на W235:31 Как законно списывать расходы на 109936:17 Как задекларировать домашний офис41:59 Как устроен налоговый аудит в США46:30 Налоги в США и доходы в СНГ48:11 Как налоговая узнает про счета за рубежом50:05 Чем опасны иностранные компании и КИК53:57 Отчет по зарубежным счетам через FBAR56:12 Что делать, если забыли заявить о счетах59:03 Как облагаются подарки и наследство01:00:46 Крупные переводы из-за рубежа и форма 352001:01:44 Налоги на зарубежное имущество01:08:15 Налоги на RSU и акции в IT01:13:27 Как декларировать криптовалюту01:18:15 Налоги при смене штата и на удаленке01:21:32 Главный принцип: суть важнее формы01:25:28 Опыт работы в Anthropic01:31:04 Заменит ли AI бухгалтера01:34:01 Налоги для основателей стартапов01:36:59 Три совета от налогового CPA01:42:22 Итоги и финальные рекомендации

A client once told Stacey Frank he was losing $20,000 a day by doing nothing. That number changed the whole conversation. Frank and Stacey open by unpacking a real story from one of Stacey's clients, a junior partner at an independent firm stuck with outdated technology, a flat payout and a senior partner unwilling to change. When Stacey ran the math with him, the true cost of staying became impossible to ignore and complacency became the real competitor in the room. From there, the conversation shifts into something more personal. Frank references a recent story about an advisor in his fifties, a founder of a respected RIA, who passed away suddenly. That story becomes the jumping-off point for a bigger conversation about financial advisor transitions, why payouts and transition deals are at an all-time high right now and why waiting to explore your options carries real risk. Frank also breaks down dual monetization, a concept he has trademarked, where advisors sell their practice to a W2 firm, keep running the business, grow it further and then sell it again years later. He walks through real-world numbers, including a three-million-dollar producer who turned a transition deal into twelve million dollars upfront while still earning over a million dollars a year running the business. The episode wraps with a challenge every advisor needs to hear. Staying exactly where you are is still a decision and it is one that deserves the same scrutiny advisors give their own clients every single year.   Questions answered in this episode include: What is complacency actually costing financial advisors every day? Why are transition deals and payouts at an all-time high right now? What is dual monetization and how does it work? Should advisors consider moving from a 1099 practice to a W2 firm? How do advisors calculate the true cost of staying at their current firm? What happens to a financial advisor's practice valuation if something happens to them unexpectedly? Why is making no decision still considered a decision?   Chapters: 01:04 Introduction: Complacency Is Costing You More Than You Realize 02:11 The $20,000-a-Day Wake-Up Call 05:27 When an Advisor's Death Changes the Conversation 08:19 Why Transition Deals and Payouts Are at an All-Time High 09:57 The W2 Acquisition Trend Advisors Aren't Talking About 14:39 Introducing Dual Monetization 17:06 Why Staying Put Is Still a Decision 18:16 How to Reach Frank and Stacey   Learn more about Elite and our resources: - Elite Consulting Partners: https://eliteconsultingpartners.com - Elite Marketing Concepts: https://elitemarketingconcepts.com - Elite Advisor Successions: https://eliteadvisorsuccessions.com - JEDI Database Solutions: https://jedidatabasesolutions.com - Elite Wealth Management Insights Report: https://eliteconsultingpartners.com/insight-report - Listen to more: https://eliteconsultingpartners.com/podcasts/ - LinkedIn: https://www.linkedin.com/company/elite-consulting-partners/

Philip Henry started with no capital, a student loan balance, and a newborn at home. His first investment was a rundown two-unit in Pawtucket, Rhode Island. Today he owns nearly 100 residential and commercial doors generating over $2 million a year through Connect Investments. In this episode, Philip walks through every step of how he built that portfolio, the creative financing strategies he used to get into deals with little or no money down, and the commercial real estate fundamentals that turned a series of overlooked properties into a $20 million portfolio. About Philip Henry Philip Henry is a former chemical engineer from Canada who quit his six-figure W2 job in 2017 after his real estate cash flow exceeded his salary. He is the founder of Connect Investments, author of Real Estate: The Blueprint to Firing Your Boss, and creator of propanalyzerpro.ai, a deal analysis tool for real estate investors. He manages his portfolio in-house with a small team and hosts the American Legacy podcast. What We Cover in This Episode Why house hacking a two-unit is the best first move for any new real estate investor How Philip used FHA 3.5% down to buy a four-unit building with almost no money out of pocket What seller financing looks like in practice and how Philip acquired 11 units by walking away from closing with a check Why distressed and underpriced properties create more opportunity for creative financing The reality of hands-on investing: evictions, renovations after work, and tenants who test your commitment How Philip bought a 32-unit building in Bangor, Maine for $1.2 million with no money down using seller carry and a private lender at 12% interest Why that same 32-unit building is now worth $5 million How to identify hidden expense problems in commercial listings that other buyers overlook How Philip cut $115,000 in annual expenses from a $1.8 million commercial listing and bought it for $1.3 million The NOI formula and why every dollar of income increase or expense reduction multiplies the value of a commercial asset How Philip manages nearly 100 doors with two full-time employees and Buildium software Why Philip still controls leasing in-house and what that means for occupancy The FHA loan program: who qualifies, how it works, and why the younger generation should use it before buying a single family home How to raise private capital when you have no track record and no connections Real Estate: The Blueprint to Firing Your Boss and propanalyzerpro.ai: what they are and who they're for Key Insight Philip found a 35,000 square foot brick commercial building downtown listed at nearly $1.8 million that had been sitting on the market. Nobody wanted it. After going through the expense sheet line by line, he found two problems nobody else had bothered to look for: a $45,000 flood insurance policy he renegotiated down to $10,000, and an $80,000 full-time maintenance position that was redundant given his existing team. He eliminated $115,000 in annual expenses before he owned the building, bought it for $1.3 million with seller financing, and it is now worth approximately $3 million. Why This Episode Matters Every strategy Philip used — house hacking, FHA financing, seller carry, private capital at a fixed return, expense reduction in commercial assets — is available to any investor willing to learn the mechanics. None of it required inherited wealth or industry connections. This episode is a step-by-step account of how a chemical engineer with student loan debt and no real estate background built a $20 million portfolio by solving problems other investors walked away from. Find Out More Website: propanalyzerpro.ai Book: Real Estate: The Blueprint to Firing Your Boss — available on Amazon Podcast: American Legacy — available on Spotify and Apple Podcasts Instagram: @philipmhenry Sponsors Today's episode is brought to you by Green Property Management, managing everything from single family homes to apartment complexes in the West Michigan area. https://www.livegreenlocal.com And RCB & Associates, helping Michigan-based real estate investors and small business owners navigate the complex world of health insurance and Medicare benefits. https://www.rcbassociatesllc.com

What does it really take to walk away from a seventeen-year corporate career and build an $18 million marketing agency in just three years? In this episode, Eric Winegard shares the mindset, discipline, and relentless commitment that helped him go from a troubled childhood and military structure to becoming the CEO of Rare Blue Moon Marketing. We dive into the realities of entrepreneurship, the difference between paid ads and organic content, and why most businesses fail before marketing even begins. Eric breaks down the importance of networking without an agenda, building a real personal brand online, and why commitment is the trait that separates successful founders from everyone else. You'll also learn how sales psychology, leadership, and self-belief became the foundation for scaling one of the fastest-growing agencies in the space. What You'll Learn in This Episode How Eric went from a troubled childhood to military discipline Why sales became the skill that changed his life The difference between networking and selling Why most marketers don't understand sales How Rare Blue Moon Marketing scaled so quickly Why organic content and paid ads need to work together What business owners get wrong when hiring agencies Why commitment matters more than talent About Justin:   Justin Colby is the host of The Entrepreneur DNA and The MORE Show podcast and a best-selling author. He is a serial entrepreneur and a seasoned real estate investor with over 20 years of experience.   Driven by a passion to help entrepreneurs thrive, Justin created the Entrepreneur DNA community to support business owners in building wealth, systems, and long-term freedom. Through his podcasts, books, education platforms, and hands-on mentorship, he continues to help entrepreneurs scale with clarity and confidence.   Connect with Justin: Instagram: @thejustincolby YouTube: Justin Colby TikTok: @justincolbytsof LinkedIn: Justin Colby About Eric Winegard Eric Winegard is the CEO and cofounder of Rare Blue Moon Marketing, a fast-growing digital marketing agency helping businesses scale through paid advertising, SEO, content strategy, and lead generation. After spending seventeen years in corporate sales leadership, Eric transitioned into entrepreneurship and rapidly built an $18 million agency by combining high-level sales psychology with modern marketing systems. His story spans a difficult upbringing, military discipline, and years of mastering sales, networking, and leadership before becoming a founder. Today, Eric works with businesses across multiple industries to help them grow through strategic marketing, brand positioning, and scalable customer acquisition. Connect with Eric Winegard: Instagram: @ericwinegardofficial YouTube: @ericwinegard8088 Facebook: winegard1 LinkedIn: Eric Winegard Website: rarebluemoon.io   Chapters 0:00 The road from W2 to eighteen million dollars 2:45 Is sales a born talent or a learned skill 5:30 Why high level masterminds are worth the investment 9:15 Overcoming a difficult childhood and foster care 13:40 How the military builds a wartime mentality 17:50 Why Eric left a safe CEO track to start over 22:10 The role of faith and grit in business growth 26:45 Burning the boats and making success a necessity 30:15 Paid ads vs organic content strategy 33:50 Humanizing your brand on social media 37:20 Geofencing and targeting for local businesses 41:05 Lessons from the Gold Coast Podcast and Brad Lea 44:30 Why marketing cannot fix a broken business model 46:46 Final advice for aspiring entrepreneurs   #entrepreneurship #digitalmarketing #salesstrategies #scalingbusiness #mindset Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Erica uses this mid-year recap to reflect on her business's recovery from a difficult year to a 56% revenue increase. She emphasizes the necessity of professional financial management, such as transitioning to a W2 payroll and hiring a dedicated bookkeeper to understand cash flow. The transcript highlights the importance of investing in infrastructure, including specialized communication software and overhiring to find high-quality staff. Beyond logistics, Krupin discusses the value of physical strength training for long-term health and the functional ability to handle business demands independently. She also promotes ScoopCon, an industry event designed to foster networking and provide advanced training for pet waste removal entrepreneurs. Comments and Questions are welcome.   Send to: thescooppodcast22@gmail.com

In this episode, Kelly Lannoe shares her journey from balancing a corporate career to creating financial freedom through real estate investing. She discusses how building passive income, maintaining an abundance mindset, and creating multiple income streams can provide security, flexibility, and the confidence to design a life around your priorities. Kelly also opens up about balancing entrepreneurship with family life and why real estate has given her the freedom to make choices on her own terms.Topics Covered• Building passive income while working a full time job• Why having multiple income streams creates financial security• Transitioning from a W2 career to full time real estate investing• The importance of planning before leaving your corporate job• Creating flexibility for family, health, and personal priorities• Finding health insurance and preparing financially for entrepreneurship• The power of collaboration and an abundance mindset in real estate• Why community and networking accelerate successQuotes"Financial freedom isn't about never working again. It's about having the freedom to choose the work you love.""The real estate community grows faster because people believe there are enough opportunities for everyone."

David Richter of Simple CFO breaks down one of the most practical questions real estate investors avoid: how to actually pay yourself first instead of paying everyone else and their mother. Drawing on the Profit First formula, he walks through the exact system for setting owner's pay when your income is unpredictable.This solo episode swaps the broken "sales minus expenses equals profit" model for the wealth formula and shows you how to build an owner's comp account that pays you consistently. If you're a real estate investor closing deals but feeling guilty about taking money out and wondering where all the cash went, this one is for you.Timeline Summary[0:26] – David opens with the hard truth that your business might be paying everyone except the person who built it[0:47] – Why the standard "sales minus expenses equals profit" formula keeps owners stuck in a rat race[1:40] – Waking up a decade into your business asking where all the money went[2:03] – The Profit First wealth formula flipped: sales minus profit equals expenses[2:23] – Why so many owners feel guilty taking money out of their own business[2:40] – Breaking down the three required components: sales, profit, and expenses in the right order[3:17] – The pay-yourself-first principle from Rich Dad Poor Dad and Robert Kiyosaki[3:36] – Lessons from The Richest Man in Babylon and The 7 Habits on putting first things first[3:57] – What margin actually means and why it's your financial safety buffer[4:32] – The simplest first step: open a separate owner's comp bank account today[5:02] – A real example of splitting $10,000 in income into consistent owner's pay[5:21] – Why the "black hole" single bank account keeps you from ever getting paid[6:15] – Building personal stability so the entrepreneurial roller coaster doesn't shake you[6:40] – Why an owner's comp account matters most when a spouse or family depends on you[7:05] – Finding your two key numbers: what you need and what you want[9:11] – Advice for W2 earners: build 6 to 12 months of reserves before making the jump5 Key TakeawaysFlip The Broken Formula — Stop using sales minus expenses equals profit. The wealth formula is sales minus profit equals expenses, so you pay yourself before you fund everything else.Open An Owner's Comp Account — Create a dedicated business checking account and route a set portion of every deal into it. This single move turns "pay yourself first" from a slogan into a habit.Know Your Need And Want Numbers — Pin down what you need monthly to cover your lifestyle, then what you want to fund your dreams. These two numbers give your owner's pay a target.Kill The Guilt Around Getting Paid — A dedicated account removes the guilt of pulling money out because it's earmarked for you. You built the business, and you deserve to be paid from it.Build Reserves Before You Leap — If you're still working a W2, stack 6 to 12 months of owner's comp reserves before quitting. Full-time investors should hold 3 to 6 months to weather the ups and downs.Links & Resources• Simple CFO — https://simplecfo.com Enjoyed This Episode?If David's owner's comp account idea got you rethinking how you pay yourself, don't keep it to yourself. Share this episode with a fellow investor who's paying everyone but themselves, and if it gave you a new perspective, follow the show and leave a rating and review so more real estate investors can build real financial clarity.

In this episode, Kelly Lannoe shares how she transitioned from relying on traditional retirement planning to building long term wealth through real estate investing. She discusses why cash flow, financial education, and multiple income streams create greater freedom than depending solely on a paycheck or retirement account. Kelly also explains how anyone can begin investing while working a full time job and why learning to control your financial future is one of the most valuable investments you can make.Topics CoveredReal estate versus traditional retirement investingUsing retirement funds strategically to acquire income producing assetsThe importance of cash flow over simply replacing your salaryHow living below your means creates financial freedomBalancing a W2 career while building a real estate portfolioWhy financial education should begin at homeBuilding multiple streams of income for long term securityCreating investment opportunities through your professional networkQuotes"You're not looking to replace your income. You're looking to cover your expenses.""So long as you're trading time for money, you're never going to find true wealth."

Kyle Kargis sits down with Casey Gregersen to unpack how he built a real estate business while working in oil and gas, using his W2 income and bank relationships as an advantage. Casey breaks down a 45-unit multifamily deal in Evanston, Wyoming, including the direct mail lead, seller finance structure, private capital raise, renovations, and refinance strategy. He also shares the tense closing story that played out from an Owners Club event and a Southwest flight, plus why partnering with experienced investors can protect new deal finders from costly mistakes. Follow Casey Gregersen - https://www.instagram.com/caseygregersen   ► Join The SubTo Community & Learn Creative Finance Directly from Pace Morby: https://subto.sjv.io/X42Y94   ► Learn How to Make Money on Other People's Deals - Join the FREE Live Training: https://gator.sjv.io/n4WL6o   ► Turn Real Estate Transactions Into a Real Career. Learn How to Become a Top Tier Transaction Coordinator - Start Here: https://toptiertc.pxf.io/OYyrdz

On today's Disney podcast, we are looking back to five years ago when we quit our full-time W2 jobs, started a travel agency (in the middle of COVID), and moved to Orlando to be next to Walt Disney World. From how we did it to the pros and cons of living here, we are covering everything we can about this process and how it has gone since we got here. Enjoy! This episode is sponsored by Fantastical Vacations. For free concierge vacation planning, specializing in Disney and Universal Vacations, visit https://www.fantasticalvacations.com We would love you to join us on Patreon! Thanks so much for supporting the show. We also have Addicted to the Mouse Merchandise! You can check it out at https://addictedtothemerch.com Thanks so much for listening! If you like what you hear, please subscribe and catch us every Sunday for the podcast. Join us every Sunday and Wednesday evening as we take you to Walt Disney World, Disneyland, on Disney Cruise Line, Universal Studios and everywhere in between! We can be found at www.addictedtothemouse.com and be reached at danandleslie@addictedtothemouse.com Please also connect with us here: Patreon – https://www.patreon.com/addictedtothemouse Youtube – https://www.youtube.com/@AddictedtotheMouse Facebook – https://www.facebook.com/AddictedtotheMouse/ Instagram – https://instagram.com/addictedtothemouse/ The post 5 Years Later – The Reality of Quitting Your Job, Moving to Orlando, and Chasing the Disney Dream appeared first on Addicted to the Mouse.

A Special Industry Update, With Jason Diamond and Mindy Diamond Jason and Mindy Diamond revisit how advisor due diligence is evolving—from AI and enterprise value to firm stability, ownership, and optionality—and why those questions matter more than ever. In Summary Due diligence has always been about finding the right fit. But what advisors are evaluating has expanded considerably. In this replay of an Industry Update, Jason Diamond and Mindy Diamond revisit The Advisor Transition Playbook to explore how advisor priorities continue to evolve. Beyond the traditional reasons advisors consider change, they discuss newer factors shaping decisions today—from artificial intelligence and enterprise value to ownership structure, firm stability, and long-term optionality. The conversation reinforces that while every advisor's motivations are personal, the evaluation process has become far more strategic. Today's advisors aren't simply comparing recruiting deals or platforms. They're considering how today's decisions may influence the value, flexibility, and future of the businesses they're building. The Storyline For years, advisor movement was largely driven by familiar themes: bureaucracy, management changes, technology frustrations, and the desire for greater independence. Those factors remain important. But the conversations Diamond Consultants has with advisors today increasingly include questions that rarely surfaced just a few years ago. How should AI factor into firm selection? What is the long-term value of building enterprise value instead of simply maximizing a recruiting package? How important is a firm's ownership structure? And how should advisors think about stability in a marketplace where acquisitions, recapitalizations, and private equity investment have become commonplace? Jason and Mindy revisit the transition framework introduced in Part 1, focusing less on the mechanics of making a move and more on the evolving criteria advisors are using to evaluate their options. The result is a broader discussion about due diligence—not simply as a transition exercise, but as an ongoing strategic process for advisors seeking to build their best business life. Topics Covered Advisor due diligence Traditional vs. emerging drivers of advisor movement Artificial intelligence in wealth management Enterprise value and advisor ownership Recruiting deals versus long-term economics Reverse due diligence Firm ownership and stability Private equity in wealth management Advisor optionality Building a long-term advisory business Blubrry Player > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why are the traditional drivers of advisor movement still relevant? (4:00) Jason and Mindy revisit the longstanding push-and-pull factors that continue to influence advisor decisions, from bureaucracy and management frustrations to the desire for greater ownership and control. How has AI become part of the due diligence process? (13:50) The discussion explores why advisors increasingly expect firms to demonstrate a clear AI strategy—and why investment, integration, and vision may become meaningful competitive advantages. Why should advisors care about enterprise value, even if they don't technically own their business? (24:30) Jason and Mindy explain why more advisors are evaluating decisions through the lens of long-term business value rather than solely short-term economics. What does reverse due diligence really involve? (37:15) The conversation highlights why advisors should evaluate prospective firms with the same rigor firms use when evaluating advisors. How does firm ownership affect advisor optionality? (38:00) Private equity, acquisitions, and changing ownership structures have made it increasingly important to understand what happens if a firm's strategy changes after an advisor joins. Why has due diligence become more strategic than ever? (45:30) The episode concludes with a broader discussion about defining one's “best business life” and making decisions that align with long-term goals rather than reacting to short-term frustrations. Key Takeaways The reasons advisors evaluate change have expanded well beyond traditional frustrations such as bureaucracy and compensation. AI has become an increasingly important component of firm evaluation, not because it replaces advisors, but because it can enhance productivity and client service. Enterprise value is becoming a consideration even for advisors who currently work within employee models. Reverse due diligence is just as important as a firm's evaluation of an advisor, particularly when assessing ownership structure, capitalization, and long-term stability. The most effective transition decisions balance immediate economics with long-term flexibility, ownership, and optionality. Every advisor's definition of success is different, making clarity around personal goals the foundation of any due diligence process. https://youtu.be/WZbUZJZK1yc Quotable Moments “Every advisor deserves to live their best business life.” “Just because you're frustrated doesn't mean you should move. You need something worth moving toward.” “The question isn't simply what you're paid today. It's what you're building over time.” “Knowledge is power. Understanding what your business is worth should be part of every advisor's decision-making process.” FAQs Why are more advisors expanding their due diligence beyond compensation? While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. How should advisors evaluate a firm's AI strategy? Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. What is reverse due diligence? Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Why does enterprise value matter for employee advisors? Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. How has private equity changed advisor due diligence? Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. What does Diamond Consultants mean by an advisor's “best business life”? It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. While transition economics remain important, advisors are increasingly evaluating technology, AI capabilities, enterprise value, ownership opportunities, and long-term flexibility as part of the decision-making process. Rather than looking for finished products, advisors should assess whether a firm has a clear vision, meaningful investment, and an integrated approach to using AI to improve advisor productivity and client experience. Reverse due diligence is the process of evaluating a prospective firm as thoroughly as the firm evaluates the advisor. It includes understanding ownership structure, financial stability, culture, technology, leadership, and long-term strategy. Even advisors who do not currently own their businesses may benefit from understanding how different business models create opportunities for ownership, long-term value creation, and future monetization. Private equity has introduced new opportunities for growth and capital, but it has also made it more important for advisors to understand ownership structures, investment horizons, and what future transactions could mean for their business. It refers to aligning an advisor's business model, goals, client experience, compensation, flexibility, and long-term vision in a way that best supports both the advisor and the clients they serve. 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. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 1 Annual Advisor Transition Report Top 10 Tips for a Strategic Due Diligence Process Should I Stay or Should I Go? View the transcript of this episode… The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner, well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. Showing up in conversations, even for advisors who don’t technically own their business, but are thinking more critically about what they’re building over time. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done. Number two would be some sort of change in or frustration with management. Something is going on that the person or persons that are responsible for managing the business are just not … They’re not the wind at their back. They’re obstreperous. They’re causing difficulty and frustration. And probably the third one would be less about a pain point and more about the desire to be something that they couldn’t where they were. The notion that they want to be more independent, they want to be a business owner and they just can’t do that. That doesn’t exist within the model where they work. Those probably have been the three ones top of mind, but I bet you’ll have some … You’ll add to that. Jason Diamond: I’ll add a couple. But before I do, I’ve heard you talk about this topic, maybe said another way as pushes and pulls. Can you explain what you mean by that? Mindy Diamond: Yeah. So I think that we think about the pushes, the frustrations, the things pushing somebody out the door, the factors that make it less easy or less fluid to do business. And there’s almost always pushes that exist when somebody comes to us, where they’re frustrated to some degree or another about certain things. But we tell people all the time that just to be frustrated should never be enough, because if all you’re doing is running from one set of problems, you’re very likely to run into maybe a different set, but still problems elsewhere. So a move needs to be driven in equal part, if not more, by pulls. Being pulled toward an opportunity that can be needle moving enough or better enough than where you are now. Pushes and pull. Jason Diamond: I love it. So let me ask you a little bit of a pointed question. Is a recruiting deal a valid pull factor? Mindy Diamond: So look, it’s different for every person. We’ve had advisors come and say, “I just went through a divorce and the most important thing to me is to recapitalize. And so a recruiting deal is really important.” And while I would never be one to say that’s not valid, it can be … And by the way, any advisor should want to and expect to better their financial situation. There should be economic gain. But it shouldn’t be the only or the primary reason for the move. So you want to monetize. The notion of wanting to monetize in the short term should be a factor in what model you pick, but it shouldn’t be the primary driver for a move. Jason Diamond: I agree with that wholeheartedly. I was going to say something I think maybe would’ve surprised you a little, which is like, yeah, I think recruiting deal is a very valid pull factor because what we’re saying is, it shouldn’t be the only pull factor. And sometimes it is and it makes us a little bit sad, I think, when that’s the case. But all of these factors you mentioned, and the ones I would add, I think that maybe technology would be another kind of factor that drives movement, all of these factors are not one specific reason. If you did the exit interview, either actually conducted the exit interview with advisors or thought exercise exit interview, I think they would point to a confluence of all of these factors. Compliance was a headache. I wanted to launch a podcast. I wanted to be able to send a timely communication to my clients. We used to hear that one during COVID a lot, right? By the time compliance approved something to send to clients, it was already stale. So do you agree with that, that it’s generally a confluence or a combination of these? Or in your experience, is it advisors are like, “No, compliance or the tech is so bad, I’m out”? Mindy Diamond: Yeah. So most often there’s a straw that breaks the camel’s back incident or thing where they’re willing to put up with a series of minor paper cuts, if you will. And then almost always there’s something that happens. You and I got a call the other day from a team that said that they had split from their partner and the management of the firm was favoring the ex-partner, making it harder for them to stay or making it less fun or feel good for them to stay. So while they gave me a laundry list of things that were imperfect, I don’t know that any one of the things that were imperfect up until then would’ve been enough to drive them out. But when that one thing, that feeling that they were a second class citizen came up, that was the straw that breaks the camel’s back and went from a minorly frustrated to, “I’m out of here.” Jason Diamond: Yeah. And there’s probably a hundred examples you could walk us through. And I wanted to just highlight too, this concept is not limited to the wirehouse or employee or captive firm world, this is equally relevant for independent advisors. Granted, some of the pushes and pull factors, some of the triggers are not necessarily the same, but the idea that advisors outgrow a broker dealer or an RIA or either need or want or desire in some way, shape or form, greater autonomy, flexibility, freedom, control is certainly not limited to the employee space. I just wanted to make that point. Mindy Diamond: And I think that’s absolutely right. I think the notion of that frustrations or limitations or bureaucracy only existed if you were a W2 employee at a bulge bracket firm. That went out the window. As the industry landscape has expanded and there’s more and more valid ways to be a financial advisor, there’s more and more ways for a firm or a model or an infrastructure to frustrate an advisor. And that’s not being overly negative. It’s just to say there is no perfection anywhere. Jason Diamond: Yeah, 100%. And by the way, to play a little bit of devil’s advocate on that, and then we’ll move on, I would just say there are pain points that might come from a firm being small and subscale as well. My firm doesn’t have efficient technology. They don’t invest enough in the business. They don’t provide a lead mechanism. They don’t have a robust banking and lending or investment solutions platform. So this stuff cuts both ways. An advisor can be frustrated or limited and an advisor can be excited. Pushes and pulls I think touch on, we’ve heard from advisors in every single pocket of the market, this is a relevant concept. Mindy Diamond: The theme of this is that every advisor deserves to live their best business life. That’s what people are in search of when they reach out to us or when they engage with us. What they’re looking for more than anything, and this is irrespective of where they work or how long they’ve worked or how much they manage, every advisor is in search of their best business life. And what defines their best business life is having the best quality of work life, but also the best ability to do what they want to do with their business, to serve their clients without limitations, to grow the way they want, to be paid a fair wage, and ultimately set up to maximize the value of the business they’ve built. Those are the definitions of one’s best business life. Jason Diamond: I used an even simpler definition of best business life and I stole it from you, which is the true north concept, which is if your true north is maximizing enterprise value and chasing the dollar and trying to build something that’s scalable and saleable, then great. If your true north is to build a lifestyle practice, there’s plenty of advisors who are successful and happy and content in that regard as well. And I think that’s what we’re talking about, is finding your true north and then it’s possible. I mean, that’s the beauty of the landscape. We’re talking about this, a lot of this is pain points or things that advisors experience. The exciting part of this is there’s never been a better time to be an advisor because of the breadth of choice they have and the ecosystem that’s been born to support advisors, to your point, across the spectrum. Mindy Diamond: Yeah. And it’s also, I think, worth saying that it starts with really good crystal clear clarity around not only what’s frustrating you, but what you want ideal to look like. Because I can’t tell you, or I can tell you because … I can’t tell our listeners, I can’t stress enough how often we get calls from advisors that tell us where they think they want to be or tell us they want to move. They have clarity about what’s frustrating them or what they want to change, but they don’t really have clarity about what they want it to look like. And the less clarity you have, the less likely you are to be successful in finding the exact right solution. So our work, the thing we probably do best is really work with advisors to help them. It doesn’t take long. In an hour conversation, we can help them to really get crystal clear on what they’re looking to solve for. Jason Diamond: Absolutely. All right. Great appetizer. We set the table. Let’s dive into the main course now. I want to talk now about what I’m calling the 2.0 triggers or the new triggers of movement. And to be clear, it’s not that these are more important or better or more significant drivers of movement. In fact, you could argue they’re probably at present less significant than the ones we just listed. But I think what we’re saying is these are triggers that are starting to come up more and more in conversations and we expect them to only proliferate further. And in that regard, they’re noteworthy and important for advisors because advisors should be reconciling not just what are the things I need to be worrying about today, but also what are the things I need to be potentially worrying about five years from now. So with that in mind, let’s dive in. I think the first one we have to start with is AI. And I always chuckle a tiny bit when we mention AI, we used to have to specify what are we talking about. Are we talking about artificial intelligence or alternative investments? And now it’s very clear. Everybody knows we’re talking about artificial intelligence. So the direction of the industry, no over-dramatization to say is at stake here. It’s that important of a topic. Let me ask you just very simply first, is this coming up in conversations with advisors? Mindy Diamond: Oh, all the time, but it’s almost table stakes. So I think the way it comes up is that people assume, advisors assume, and by the way, have the right to assume that AI is part of the tech stack. The notion that if I’m evaluating a firm and part of what frustrates me or part of what’s really important to me is cutting edge, really robust technology, part of what I am expecting is that a new firm is going to have really robust technology. And part of that is really robust access to AI. And has honed the AI in a way that’s user-friendly, that really answers or delivers on making me a better … Not replacing me as an advisor, but making me a better, more efficient advisor. Jason Diamond: 100%. And I would also add, so as I think about this AI topic, I don’t want this to become a conversation around, is AI going to replace advisors, because I think we both agree that’s not going to be the case. Especially at the top end of the market for quality advisors, I think they’re not going anywhere. But in my view, when we think about the trigger of movement, AI has the potential to be transformative because a couple kind of use cases or trigger cases come to mind, and I’d love to hear your thoughts. One is, do you think advisors will potentially consider a move because they’re worried about this? So in other words, play this logic out with me. I’m 55 years old and I’m like, “Oh man, AI might be coming from my job.” And there’s firms offering 400% of revenue to move my book. Maybe I should take that check and kind of de-risk and monetize while I can. What are your thoughts on that? Mindy Diamond: I absolutely think we’re already working with that fall into that category, but to say that is the only reason for the move would be wrong. I’m grateful that people trust us enough to be transparent with us. So they let us know that underneath the notion that they want to better serve clients, they ultimately want better access to A, B, and C, they want to be able to do D, E and F with less restriction, is really the main reason for the move. But underneath it, the notion that my book, I want to protect myself. My book may well be the biggest it’s ever going to be. It is going to be worth more today than it could be in the future if things don’t go my way. And if I know I’m going to move and one of my goals is to monetize, I might want to do that now. Jason Diamond: I agree. And that’s where the top deal story comes in also. Firms paying a top deal is a part of that story. It’s what you just said, plus advisors know firms are willing to pay incredible multiples. I mean, as we speak, UBS is in market with one of the largest deals in history. So those two narratives side by side, I agree. I think this becomes more of a kind of catalyst or driver movement. It’s come up in my conversations on both sides of the spectrum. It’s the tech savvy, AI savvy advisors who are excited about this, who are like, “I want to be the most AI enabled version of myself I can be. It’s going to make me a rockstar and it’s going to widen the gap with my peers,” but it’s also come up with the people who are, I think, rightly scared and fearful about what this might mean for their job. Mindy Diamond: Let me ask you, what are examples of the way you’ve seen some of the best firms who have embraced AI? What is their narrative? What is it that they’re saying to advisors that if you come here from a tech or AI perspective, you’ll be better because we’re able to do … Fill in the blank. Jason Diamond: Yeah. So a couple that come up. First of all, I want to make the important point. Advisors do not expect that firms, either their current firm or firms that they are diligencing prospectively, have this figured out or solved. Everybody understands this is a fairly new area that firms are still very much kind of developing their strategies in. What advisors want to see is a few things. They want to see though leadership, they want to see investment, and they want to see a strategy, right? Effectively, they want to see a step in the right direction, really. So I’ll give you a couple examples. There are a number of tech savvy RIAs, very tech-enabled, AI-focused RIAs, because I think this is easier to be nimble. I think where you’ll see this quicker probably is in the independent space. That what they’re doing is things like this. An advisor logs on to their workstation in the morning and their system queues them proactively, Mr. and Mrs. Smith may be good candidates for a Roth IRA conversion. And then if the advisor decides to contact the client in some way about it, the system will of course help them draft the communication, but then it’ll take it a step further and actually help them to process and transact that conversion. So soup to nuts, ultimately driving efficiency. That’s the name of the game. That’s why firms, I think, are excited about AI, at least the good firms. Because what I think they realize it will do is, the stuff that’s a waste of time that could be automated that advisors, and probably even more so their associates, client associates are spending time on, that should be a massive time saver for advisors. And I think if you play that story out, what does that mean? It should mean bigger books of business and therefore more productive advisors because they have more time to prospect and focus on their clients. Thoughts? Mindy Diamond: Yeah. So I think you said it perfectly, but it raises the question then. You say that the RIAs can be more nimble. You’re right. I mean, the big story around the biggest firms was like moving a battleship, it takes a long time to turn it. It’s not as nimble. So what and how are the bigger firms competing against the RIAs with respect to AI? And second question, we still always get questions, and rightly so, about Morgan Stanley has more money to invest… Jason Diamond: That was going to be part of my answer. Mindy Diamond: … than fill in the blank RIA. So how does that all work? Jason Diamond: That is absolutely going to be part of my answer, is that I have heard this question posed almost presumptively both ways. “Oh, it’s got to be that the RIAs are going to be the clear winners in this.” And I’ve also heard, “Oh, it’s got to be that the wirehouses are going to be the clear winners in this.” I don’t think it’s going to be channel specific like that. I think it is going to be firm specific. I think there’s going to be firms that are going to do this well and firms that are going to not do this well. But there’s going to be winners in the wirehouse space. There’s going to be winners in the regional firm space, with firms like Raymond James who are clearly trying to be on the cutting edge of this. There’s certainly going to be winners in the broker-dealer space. LPL is investing heavily in this, as are many of their broker-dealer competitors. And then of course the RIA space, where sometimes they may not have the budgets, but they have a couple things. They have private equity backing, sometimes. They have the custodians that they’re built on, right, or the tech vendors that they’re built on. So Schwab and Fidelity or Orion and Addepar. They have other ways to access these innovations. One of the things that comes up with this that your question I think gets at is, a similar question that was raised around technology stacks, which is strength of offering versus integration. And that’s where I think a firm like Morgan Stanley really will shine, is they should … Because they don’t put anything out that’s not well integrated. The big firms have generally done a pretty good job of that. Versus the RIAs. Sometimes we’ve heard feedback where, yes, you have access to you name it, right? You dream it up, you can go and buy it. But the left hand may not speak to the right hand quite as well. Mindy Diamond: Yeah, that’s actually a really good point. And integration is probably one of the biggest … If you ask an advisor when they talk about technology as either being one of their pushes or pulls, probably what they’re referring to more than anything is not only having the capability, but having the integrated capability. So that’s a great point. And I think your point is right, that the final chapter on this has not been written. Nobody thinks that it has. And so whatever answers you and I can talk about today about who’s winning this race, or this tech race or this AI race, will be totally different tomorrow. We all know that. But I think for purposes of this conversation, to say that an advisor having an expectation that their technology be outstanding and that AI be on the table, that a firm is embracing it and heading in the right direction, if you will, has the right thought leadership and the right willingness to invest in it is what advisors are really looking for right now. Jason Diamond: Absolutely. And this is a question too from the firm’s perspective, if you are a firm of any size, you must be able to answer that. This has become question 1A. And again, I don’t mean to suggest that I think AI is the number one most important factor driving advisor movement today. It very well might be at some point down the road. I don’t think we’re there yet. But I do think it’s the topic du jour or the hot topic, where every advisor is asking about this. So that means if you’re a firm, you need to be prepared to tell the story or at least have the vision. And I think what we’re hearing from both advisors and from firms is this, AI is going to … What is right now a gap between the good and the bad, the quality and the non, is going to become an absolute chasm, right? An absolutely mountainous gap between the best firms and the firms who are able to adapt this technology or this AI. And the same thing at the advisor level, between the AI-enabled superpowered advisor versus those who are in the dinosaur ages, for lack of a better term. Mindy Diamond: Yeah. And we’ll move on, but it is worth saying that the day of the standalone independent, the one man or one woman band who hangs out a shingle, and to use your term, running a lifestyle practice, nothing wrong with that, but it would be near impossible to imagine a world where a standalone independent can compete with a private-equity-backed RIA or an RIA that has a big pool of capital behind them or to compete with the major firms. And our point is the ability to compete is probably more important with respect to this topic than just about any other. Jason Diamond: Totally agree. Thank you for tying a bow on that because I think that’s a good place to leave the AI topic, at least for now. I’m certain we’ll have more to say on this one. By the time we release this episode, we’ll probably have more to say on it. So we’ll have to do a follow-up again. But I want to talk now about enterprise value. And this is one where if you’re an RIA or if you’re an advisor at an independent firm, this might sound like a duh, but hear me out on this one. The idea is as follows, if I’m a wirehouse advisor or any sort of captive advisor, I don’t technically own anything. Agree? Mindy Diamond: Agreed. Jason Diamond: Okay. So if that’s true, that I don’t technically own anything, I technically don’t have any sort of enterprise value or ability to monetize. But my premise here and why I would argue that enterprise value has become a driver of movement is even wirehouse advisors know … They see teams like OpenArc, a massive RIA that launched last year. They see their corner office peers breaking away, starting independent firms. They see them selling to asset managers, private-equity-backed RIAs, private equity firms in their own right for these massive multiples. And what I guess I’m getting at, and I’m curious if you agree is, if a wirehouse advisor, let’s say, sees their colleagues sell to a private equity firm for 20X, doesn’t that have to become a little bit of a catalyst for movement in its own right? Mindy Diamond: Without a doubt. Historically … Actually, let me date myself. When I started this business now 32 years ago, there was zero way for an advisor who was a captive employee of a firm, of any firm, to monetize their business. It’s why there was so much movement, because the only way they could monetize was to get paid a big fat transition deal to move from one firm to the other. Jason Diamond: Yep. Mindy Diamond: Obviously, we all know that first it started with the big firms, and then just about every brokerage firm on the street began to offer a retire-in-place program. And that is the big firms or a traditional brokerage firm’s way of allowing advisor to monetize in place from their perspective to stave off attrition. And for an advisor that believes that the status quo serves them well, that finishing their career, that leaving their legacy, that leaving their team at their firm is the best thing to do, then those retire-in-place programs, like Merrill’s CTP or Morgan’s FAP or UBS’s Alpha or a name at every firm has them, is the best gift to advisors there is. But the problem is that the next generation at those firms are buying an asset they don’t own. And so when we talk about enterprise value or the desire to build enterprise value as a real driver of movement, what we’re talking about is not only that advisors want ownership of an asset, because ownership translates into more control and autonomy and agency over building it the way you want to, but it also translates into maximizing the value of the business that you’ve built. So that’s a long-winded way of saying that the OpenArc deal you are referencing, for anybody not familiar, is a Merrill Lynch team, a legacy Merrill Lynch team in Atlanta that was managing more than 120 billion in assets, part retail, ultra high net worth client assets, and part institutional consulting assets. And believe me, I don’t want to make it sound like it was a snap that one day they’re happy and the next day they’re going independent. Over a 10-year period became more and more aware, driven by the pushes and more aware of the pulse. But ultimately, while there was a long list of things they wanted to be able to do that they couldn’t to best serve clients and grow the business, the real driver at the end of the day, or I shouldn’t say the real driver, but a major driver was the notion of building and owning enterprise value. Yes, they could have all gotten very attractive deals and retired with your Merrill CTP, but they wanted to own the business, they wanted cap gains treatment. And so they went through the sweat equity big time of building what they’re calling OpenArc for the ability for probably five, 10, 20 years, because there’s partners with all different ages, so at all different times, to be able to really maximize the value of the business they’ve built. Jason Diamond: Can I push back on that for … It’s a super helpful example, but my one thought is, okay, yeah, of course, 130 billion in assets, they should be concerned with enterprise value at that size. And the delta between caring about enterprise value and not is too great because those guys have, by all accounts, a phenomenal business that is rivaled by very few in the industry. Most of our audience does not fit into that stratosphere. So what about advisors in, let’s call it the million to $10 million space? Should they still care about this concept? Mindy Diamond: Again, it’s an inside job. It’s a personal thing. Some don’t. But the answer is yes. And if I were them, I would. Why? Because whether I am generating a million a year in revenue or $10 million a year in revenue, at the end of the day, I’ve got an asset. I’ve built a valuable asset. And I have the choice at the end of the day or the middle of the day to decide a million things about that asset. How do I want to live my business life? How do I want to serve my clients? Where do I want to work? But one of the biggest factors to determining where and how they want to work is, ultimately, do I want to be able to maximize the value of the business that I’ve built? And while there are few things that are really definitive in this industry, the one thing that is absolutely indisputably definitive is that if you build an independent practice like the ex-Merrill Lynch churned RIA OpenArc team did, you will ultimately build enterprise value exponential multiples greater than any way you could monetize the business as a traditional employee. Jason Diamond: And that math absolutely still holds up even at numbers smaller than we’ve mentioned. I totally agree with that. I’ll give you one other reason why I think you should care. And I’d love your thoughts on this one. I’ll ask it two ways maybe. I’ll tell you my take and then I’ll ask you yours. Morgan Stanley, let’s use as an example. Who are Morgan Stanley’s competitors? In my opinion, the legacy answer to that is, well, of course the wirehouses are Morgan Stanley’s competitors. Merrill, UBS, Wells Fargo, what maybe used to be a longer list, but today those four. I don’t think that’s the answer anymore. I think those are the direct competitors. But because of this enterprise value conversation, I think Morgan Stanley’s competitors are anyone and everyone who recruits financial advisors with books of business. Because if you think about it, an advisor who has a $3 million business at a wirehouse, even if they’re not actually going to do this, they don’t have any entrepreneurial spirit, no desire to go independent, they still know that they could. This is an option and a viable option. And firms are even figuring out ways to cut out the middle step, right? Because this was historically a two-step process. You’re a wirehouse advisor or a W2 advisor. You break away, launch an independent business to establish your enterprise value, begin building it, and then you monetize it. If you could cut out the middle step, or even if you couldn’t, I still think it’s pretty clear that if you’re an advisor, this is important because the firms know … Like when Morgan Stanley’s writing a recruiting deal, they’re kept honest by RIAs and acquirers just the same as their direct peer set. Do you agree with that or do you think I’m reading too far into this? Mindy Diamond: Oh no, I agree a thousand percent. I think that it is naive for anyone recruiting for or on behalf of a traditional firm to think that the only competition is another traditional firm. The days of pomposity for a senior leader at a traditional firm to say, “We’ve got the best technology, the best everything fill in the blank. We have no competitors.” That’s just naive. Because even if it’s true, you’ve got the best platform infrastructure fill in the blank, there is a multitude of advisors that value things different than what you can provide. Beauty is in the eye of beholder is probably a good way to say that. But at the end of the day, what we’re really talking about is when I started the business, because there was no way, no really good way for an advisor to really monetize their life’s work, the only thing they could or were focused on from a personal financial gain perspective was the short-term deal. What are they paying? What’s the transition deal? Now, of course they’re concerned about that. But almost to a person, they’re equally concerned about what I can build and what will this allow me to build in terms of the value of the business I’m building in the long term. So let me ask you, if we’re talking about an advisor that has the ability to monetize in the short term for what could be 4X and in some cases more than that these days, and we’re talking about the ability to maximize enterprise value, and we talk about the concept of moving once and monetizing twice, what kind of numbers are we talking about? Fill in the blanks there. Jason Diamond: It’s such a hard question to answer because I do genuinely believe recruiting deals, when you talk about 300 to 400% revenue deals in the recruiting space, they vary a little bit, but I feel pretty comfortable quoting those types of numbers that most firms are somewhere in the 300 to 400% of T12 realm. There are some outliers, we mentioned UBS. But the multiple or EBITDA based or enterprise value M&A market where we’re doing these legitimate buyout transactions, the valuations do vary quite a bit. But here’s how I think about it. First of all, most firms are not purchased or sold at top line revenue. Most are sold at some sort of adjusted EBITDA number, which factors in local expenses, platform expenses, but also advisor compensation. And then that adjusted number is typically multipled. The multiples are anywhere from 8X for small kind of, let’s say, million dollar revenue businesses up to, we’ve seen deals struck at north of 20X for some of these mega cap RIAs. Typically, just back of the envelope, if I had to quote, I typically estimate around 5X top line at capital gains is a good kind of ballpark valuation. But there is quite a bit of nuance to it, more so than the traditional recruiting space. And I do think, shameless plug, part of the value in working with somebody who’s an expert on the entirety of the industry landscape is just that. It’s the idea that you need to run the horse race across multiple verticals. The good advisors who work with us typically are looking at a wire like a Morgan Stanley or a Merrill. They’re looking at a boutique firm like a Rockefeller, or they’re looking at a regional like an RBC or a Ray J. They’re looking at an independent firm like an LPL or a Sanctuary. They’re looking all across the spectrum. Mindy Diamond: I think that’s exactly right. But the topic of enterprise value, you can see how powerful it is and how wise it is. For an advisor today, when considering their personal economics to consider not just the short term, but to weigh in or add in or factor in, what could I be building and what ultimately will that business be worth at the end of the day? Jason Diamond: Yeah, 100%. Short of going out and selling your business, what can advisors do then? So I’m an advisor, okay, I’m curious about this. Or is it just as simple as, “Yeah, you should know what your business is worth if you’re an advisor”? Mindy Diamond: Definitively yes, because I mean, we always believe that knowledge is power. And just like it’s important for you to understand what your options are within your own firm, how can I ultimately retire out and monetize my business where I am, I think it’s really hard to make a decision in a vacuum without having other perspective. And getting other perspective doesn’t have to be that you have to go out and take 20 meetings. It’s not that hard for you to figure out what your business is worth to make it a data point for whether or not you’re ultimately best to retire in place or go elsewhere. Jason Diamond: Yeah, that I think is the main takeaway. And the education point is so important. I think because these are relatively new concepts for a lot of advisors that haven’t formally shopped a business before, there’s a lot of resources available. And we’ll certainly link some as well on the page for the episode. Let’s shift gears now, our kind of final trigger 2.0, which is stability and ownership structure of the firm. And this has been a little bit of a hot topic. It’s honestly been a hot topic every year because it seems like things pop up every year. And a lot of times advisors don’t reconcile the question of who owns the firm or how stable is the firm until something happens. The firm gets bought, the firm goes bankrupt, like the First Republic scenario. What should a good advisor do proactively about the idea that if you’re a W2 employee or even an employee who’s affiliated with a broker dealer, you saw this with Commonwealth, you just don’t really have control over what the firm decides to do. Give me your thoughts on this. I know it’s a big topic. Mindy Diamond: Yeah. First of all, using Commonwealth an example, it’s a good one. Because for those unfamiliar, Commonwealth is a boutique broker dealer that was privately owned and whose tagline was, “We love our privately owned status and we are never going to sell,” until one day they did. And not only did they sell, but they sold to the biggest independent broker dealer in the country, ala LPL. That’s not good nor bad, it’s just a fact. So if Commonwealth, who had definitively said we’re never up for sale, suddenly sells, any time you’re an employee of a firm, you never know what tomorrow brings in. You’re not in control over whether it’s sold. So that’s one example. But as you’re talking about this, I’m thinking about, I’m probably going back 20 years, so I’m 10 years into my career and I talked to someone who had been a very successful Merrill advisor. So I’m going to say he was probably generating around $5 million in revenue at the time. Going back 20 years, that’s a pretty significant book of business. He was courted for years by what he thought was a top RIA. And in those days, remember 20 years ago, the RIA space wasn’t nearly as mainstream as it is now. But the story the RIA told him was that ultimately, one, he was going to be a partner in the firm, that was very appealing to him. So he was going to have equity in the firm and much more freedom and control. And locally, by the way, the RIA was a really high quality brand. He worked on a lot of the economics, the short term and the long term with them. They did a ton of due diligence on his book of business. But he failed to ask … And I didn’t represent him. I just know this story. He failed to ask or do enough due diligence about the stability of the firm. What we think is really important, we talk about this expanded landscape. If you’re looking at Morgan Stanley, I don’t think you necessarily need to see Morgan Stanley’s balance sheet. If you are talking to a firm that is anything but a bulge bracket or anything but a large firm, it’s really important to do what we call reverse due diligence and to really understand if a firm expects you to open your kimono and show everything about your business to prove your worth, it is equally important that you do the same for them. In this new world order where private equity has come in and there are so many different ways for a firm to be owned and to be capitalized, it’s very important that an advisor understand what’s going on behind the scenes. And one of the questions around stability, if a firm is private equity backed, is it permanent capital? Is it patient capital? Is the private equity firm going to look to sell and monetize in five years? And then who would the likely buyer be and what does that mean for you? So the question is a big question and it’s really important. Jason Diamond: I love everything you just said, except I do think even the wirehouses, wirehouse advisors, honestly, as much as anybody should be asking these questions. And I’ll give you an example right now, UBS. And UBS, it’s not a story of balance sheet stability. I don’t think anybody has concerns that UBS is going to fail. But UBS management has been very publicly, “Oh, we’re cutting costs.” There’s been some rumors, I think for years, probably dating back 30 years to when you started the business about UBS’s commitment to the US wealth management business. I think those questions about stability and ownership structure are still valid. And to me, the implication of it is twofold. One, what you said, reverse due diligence, ask the questions, plan B. But also the concept of the exits or the off-ramps or how many bites of the apple do you get. So if you’re an advisor and you sell your business to somebody and you sign garden leave and non-competes and non-solicits, the question of ownership structure of that firm becomes less relevant because you have no off-ramps and no ability to exit that business anyway. A lot of times that’s how advisors get comfortable with this concept. And that’s what firms will tell them too, frankly, and we’re living through the middle of this, by the way, with Commonwealth and LPL, is vote with your feet, right? To the extent advisors can, the offer … And this is like, you used the example of private-equity-backed firms. This is how Rockefeller addresses the question of their private equity ownership. If we sell to UBS, all of our advisors will leave. They have that built-in put option. So knowing where the off-ramps are or how many bites of the apple an advisor gets, I think is a big concept that ties into that. But we’re absolutely seeing this pop up, probably largely because of those two examples, Commonwealth and UBS this year, more so Commonwealth, to your point. Janney’s another example last year or two years ago now where KKR comes in and buys Janney. So when these examples happen, it seems like it triggers advisors to say, “Is this something that could happen to me and should I be thinking about this?” Mindy Diamond: Yeah. So let me ask you a question. You’re talking, you’ve mentioned UBS offering this outsized deal. So how does the notion of stability and ownership factor in? If an advisor is considering an unprecedented deal from UBS, what are the caveats or concerns with respect to stability and ownership? Jason Diamond: It’s the same list of considerations you should and would ask of any other firm you’re diligencing, except I think amplified even more in the case … If I was counseling an advisor who was looking at UBS, that would be what I would say, is exactly that. You’re seeing all of these departures and defections, and I would want to have conversations with those advisors and understand exactly why and have guarantees or assurances that I’m not going to suffer from those same pain points that force them to leave. Or, and I say this a little bit flippantly, but it’s a little bit true, I understand the devil that I’m getting into bed with, but for 550%, or whatever the deal might be, I can suck it up. And that’s something that some advisors might well say as well. Mindy Diamond: Yeah. Jason Diamond: I don’t want to end on the negative note of overly large transition, not there’s anything wrong with large transition deals, but as you look out, is there anything that’s coming up in your conversation with advisors that you view as the next wave of this? I’ll give you one that maybe you could touch on, and if you have another one, feel free to offer it in conclusion, but do you think age or advisors starting to succeed out of the business will become more of a driver of movement, even though to your point, advisors can access sunset deals? Mindy Diamond: I do actually, because I think the more the average advisor age increases, the more likely that those advisors are going to want to move on to do something else to monetize the business. And so much of the wave of movement we see is driven not so much by the senior advisor, because many seed advisors are happy enough with the ability to monetize their business in place. Even though it may not maximize the value of the business, it’s a close enough approximation and it means I don’t have to disrupt the apple cart. So we support that 100%. But where we get the calls is from the next generation that says, “Yeah, but hold on a minute. It’s a good way for me to take on a book of assets that I not otherwise have access to. And it’s great for my senior partner, my father, my mother, my whatever to monetize the business. But I’m buying an asset again that I don’t own and I ultimately don’t have control over all these things we’re talking about, the AI investment, the ability to create enterprise value, the stability, the cost cutting, all of it.” So I think it’s all of the above. You say, “What else is there?” I think that’s it. It’s all of the above. It’s anything and everything that drives movement. One, it’s personal, it’s highly unique, it’s different for every advisor. There are certainly themes, and we’re talking about them, but there’s a million different things. It’s personal. And while there are an awful lot of pushes, things that can frustrate an advisor, it is the most exciting time in our view to be an advisor, particularly a high quality one, because the options abound, the ecosystem is big, because the ability to monetize both in the short term and the long term is big, mammoth, exponentially bigger than it ever was before. And the true ability to really build an enterprise has never been greater. And I think all of those things, the desire for an advisor to be the best that they can be and live their best business life is probably the biggest driver of all. Jason Diamond: It’s really true these days, if you can dream it, you can probably build it. And we’ve said in the past, if you build it, they will buy it. It’s a great place to end. This was a really fun topic. I think that’s a spot on kind of fourth trigger, by the way, too. This sort of next gen is almost like the force multiplier or the amplifier of like they see all this other stuff and they’re asking these questions even more so. Because if I’m 60 years old, none of this matters all that much. It matters, but I’m out of the business in five to 10 years. Versus the next gen advisors are the ones who often bear the brunt of this. So I think a lot of really smart stuff. Thank you for sharing your wisdom and expertise. In the episode page, we’ll be sure we have our Industry Transition Report. And we’ve also created a tool, the top 10 tips for a strategic due diligence process, which is a great kind of practical hand-in-hand companion for this topic for advisors looking for more pointed tips on the due diligence process. So Mindy, thank you again. This has been a blast. Mindy Diamond: My pleasure. Thank you. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2 A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between. It's Part 2 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships, starting as your strategic partner, well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our Annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: There’s been a noticeable shift in how advisors are approaching decisions about their business, not necessarily in whether they’re exploring change, but in what they’re focused on when they do. Mindy is back with me for a continuation of our earlier conversation on the Advisor Transition Playbook. Last time, we spent time on the mechanics, how due diligence works, what a move actually entails, and how to think through the process. What’s become more apparent since then is that the inputs into that process are evolving. The traditional drivers are still there, but layered on top are a set of considerations that didn’t carry the same weight before. AI is one of them, and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value is another. Showing up in conversations, even for advisors who don’t technically own their business, but are thinking more critically about what they’re building over time. And then there are questions around stability, ownership, and flexibility. What happens to the firm itself and whether advisors retain the ability to adapt again if circumstances change. None of this is theoretical. It’s showing up in real time conversations. What we want to do here is unpack those new triggers of advisor movement and what they suggest about how decisions are being made today. So let’s get to it. Mindy, the legend, thank you for joining me. So glad to have you on. Mindy Diamond: Thank you. I’m so happy to be here. Jason Diamond: Great. Let’s dive right in. I’ll set the stage really quickly one more time. When we spoke about this topic last, we talked about the drivers of movement, what we’ll call in this conversation as the old or the legacy drivers of movement, and we spoke about the mechanics of the move. Before we get into the new drivers of movement, which I want to be the meat of the conversation, remind us, when we talk about the legacy drivers of movement …. And by the way, by saying legacy, I by no means want to suggest that they’re not valid today, because they’re equally valid, if not more so today than they were then. But when you think of the classic drivers of movement in our industry, what are they? Mindy Diamond: Yeah. So I would say, first of all, let’s start by saying that for every advisor, they’ve got a unique set of needs. So the first thing to say is that while you and I can talk about the categories of frustrations or things that might bother an advisor, they show up differently in each advisor’s life. So it’s important to note that everyone is unique. But generally speaking, if I had to package them, I’d say it’s number one that shows up most of the time is too much bureaucracy. A feeling that a firm or a model is just too hypervigilant in terms of compliance and it’s too bureaucratic and too hard to get things done.

Many people feel like real estate is “off limits” right now, prices are high, rates are confusing, and media headlines scream doom and gloom. Buyers are scared to make a mistake, investors think they've missed their window, and homeowners who are locked in low rates are stuck wondering how to tap their equity without blowing up their finances. Today's guest, Elysia Stobbe, has closed over $300 million in residential mortgages and helped first-time buyers, veterans, and investors navigate exactly these challenges with confidence, clarity, and calm. In this episode of Marketer of the Day, Elysia breaks down how ordinary people can still build intergenerational wealth through real estate, even in a volatile market. She explains why so many deals fall apart over just $2,500, how emotions, not math, kill good opportunities, and why thinking like an investor means focusing on cash flow, numbers, and realistic exit strategies. Elysia demystifies powerful tools like DSCR (Debt Service Coverage Ratio) loans, which qualify properties based on rental income rather than just W2 income, making investing more accessible than most people realize. Elysia's guidance isn't theory; it's the same practical approach she shares in her bestselling book “How to Get Approved for the Best Mortgage Without Sticking a Fork in Your Eye,” along with her other titles for mortgage loan officers and success habits. She walks listeners through comparing rent vs. mortgage payments, deciding when it makes sense to buy or stay put, and choosing between cash-out refinances and HELOCs by calculating the true blended interest rate. Whether you're a first-time homebuyer, a veteran, or a seasoned investor, you'll come away with actionable strategies to move forward instead of freezing up. https://youtu.be/8GpTAGr3WH8?si=aF148vkHfI0MFi4r Beyond the numbers, Elysia opens up about her journey from shy, bullied military kid to confident speaker, author, and coach, and shares how focusing on gratitude, service, and mindset can help you find “calm in the storm” both financially and personally. She even dives into her work with balancing harmonics and remote healing, showing how the same curiosity and openness that drive her real estate success also fuel her passion for helping people heal. If you've been feeling overwhelmed by the market, stuck on the sidelines, or unsure of your next move, this conversation with Elysia may be exactly the perspective shift and playbook you need. Quotes: “I do believe buying your first home is the first step to intergenerational wealth. It's not the only asset you should have, but it's a really powerful starting point.” “People think they can't get into real estate, and it's like; actually, you can. You can, and it's pretty easy when you know the right tools, like DSCR loans.” “Trying to copy somebody else is a compliment to that person, but you'll never be them. Just focus on being the best you you can be, and on how you can add value to your clients.” Contact Details: Visit Elysia Stobbe's Facebook Page Connect with Elysia Stobbe on LinkedIn Explore Elysia Stobbe's Official Website Dive into the YouTube Channel of Elysia Stobbe Get a Copy of How to Get Approved for the Best Mortgage Without Sticking a Fork in Your Eye on Amazon

Instagram.com/jenniferjadealvarez DM me "Audit" and let's find the missing piece to building a marketing machine.GRAB YOUR FREE FREEDOM CALCULATOR™ ⁠https://jenniferjadealvarez.myflodesk.com/freedom-calculator⁠The #1 tool to help you plan to work less BTC and into Salon CEOGet 20 hours back in your life and career and scale back from working BTC and step into becoming a Salon CEO to build a well-oiled machine without you!In this episode, Nikki Le shares her extensive experience transitioning from a traditional salon model to a hybrid model, offering invaluable insights for salon owners navigating their business structures. Discover practical strategies for leadership, compensation, legal protections, and building a legacy in the beauty industry.Main Topics Covered:Nikki Le's journey from salon owner to consultant with over 28 years of experienceCommon myths and truths about salon business models (commission vs. hybrid vs. booth rent)How to assess and choose the right business model for your salonThe importance of legal documentation: leases, NDAs, work scope agreementsDeveloping a scalable compensation ecosystem to retain top talentLeadership lessons: creating safety, fulfillment, and growth mindsetTransitioning from employee-based to hybrid models: challenges and benefitsStrategies to prevent burnout and maintain energy as a salon ownerPractical tips for legal, operational, and HR considerations in hybrid salonsBuilding legacy companies that thrive beyond the owner's tenureNikki Le's WebsiteCompensation Assessment Link Online AcademyLeadership Retreat - Elevé LeadershipInstagram"Failure is stopping. Success is continuing.""Your business is your canvas—never stop adding your masterpiece.""Build a legacy, not just a salon."Take Nikki's free compensation assessment to evaluate your current structure.Review and update your legal documents before making business model changes.Commit to leadership growth: create a culture of safety and fulfillment.Schedule regular reviews of your compensation and operational systems to stay aligned with your vision.Timestamps:00:00 - Introduction to Nikki Le and her industry experience00:32 - Myths around salon models: commission, booth rent, hybrid02:00 - Nikki's move from salon ownership to consulting03:17 - How to choose the right business model for your salon04:23 - Legal protections: leases, operational agreements, legal advice06:14 - The importance of a flexible, evolving compensation system08:11 - Nikki's leadership journey: creating security and fulfillment for teams10:33 - Building a scalable employee experience with education and mentorship12:15 - Growth stages of a salon owner's career cycle16:51 - Recognizing and improving leadership skills over time20:14 - Creating a safety and fulfillment-centered workplace culture22:53 - Setting standards with reason, mitigating conflict, avoiding burnout26:11 - Transitioning from W2 employees to hybrid models and legal considerations29:21 - Myths about self-employment and independent contractor misconceptions33:07 - Investing in skills, care, and competency growth for business success36:36 - Handling burnout and maintaining energy through self-care40:59 - Disruption, retreat, and reconnecting to passion in business44:19 - Operational documents: lease agreements, policies, and boundaries46:36 - How to determine if a hybrid model fits your space and team48:13 - Preparing your business for hybrid success: documentation and leadership52:09 - The power of a compensation assessment to transform your team55:54 - The truth about sliding scale and performance-based pay structures58:04 - Last words: building a collaborative, legacy-focused salon businessResources & Links:Connect with Nikki Le:Follow Jennifer Alvarez:Notable Quotes:Action Items:Tune in to empower your salon's growth, leadership, and legacy with expert guidance from Nikki Le!

He was working 80 hours every two weeks in a hospital ICU.Open heart surgery patients. Life or death. No room for error.And in the gaps between shifts, sometimes still in his scrubs, he was quietly building a short term rental business that would set him free.In this episode, E sits down with Jeremy Rosen for one of the most honest W2-escape stories this show has ever told.Jeremy joined STR Secrets with 4 properties and a full-time nursing job he loved but knew he had to leave. He went from 4 to 8 to 12 to 20 properties, all while clocking 12-hour shifts at the VA. Then he merged his company into Five Star Vacation Rentals, now running 67 properties across Central Texas, and finally walked away from nursing for good.In this episode: → The exact mindset shift that took Jeremy from sick patients to happy guests, and the nurse's instinct that makes him a better host than most operators will ever be→ How he used his days off, while everyone else scrolled, to prospect, sell, and grow→ The "who not how" decision that broke him out of doing everything himself, and the one hire that changed his entire business→ Why he refused to build in secret, and how speaking his goals out loud actually made them happen→ The honest truth about quitting your W2 that almost nobody talks about, including the strange struggle of suddenly owning all of your own time→ Why "everything is figure out able" is the only belief you need to finally make the leapIf you have a good job you're scared to leave, this is the episode you need to hear.Free 6-step course to start your day right: level.strsecrets.com/pc-bookJoin the community: STR Secrets Facebook Group

He was working 80 hours every two weeks in a hospital ICU.Open heart surgery patients. Life or death. No room for error.And in the gaps between shifts, sometimes still in his scrubs, he was quietly building a short-term rental business that would set him free.In this episode, E sits down with Jeremy Rosen for one of the most honest W2-escape stories this show has ever told.Jeremy joined STR Secrets with 4 properties and a full-time nursing job he loved but knew he had to leave. He went from 4 to 8 to 12 to 20 properties, all while clocking 12-hour shifts at the VA. Then he merged his own company into Five Star Vacation Home Rentals, where he now owns the San Antonio division, part of a portfolio of 70 properties across Central Texas. And he finally walked away from nursing for good.Today, based in San Antonio, Texas, Jeremy focuses on revenue optimization, guest experience, property operations, and scaling high performing vacation rental portfolios.In this episode:→ The exact mindset shift that took Jeremy from sick patients to happy guests, and the nurse's instinct that makes him a better host than most operators will ever be→ How he used his days off, while everyone else scrolled, to prospect, sell, and grow→ The "who not how" decision that broke him out of doing everything himself, and the one hire that changed his entire business→ Why he refused to build in secret, and how speaking his goals out loud actually made them happen→ The honest truth about quitting your W2 that almost nobody talks about, including the strange struggle of suddenly owning all of your own time→ Why "everything is figureoutable" is the only belief you need to finally make the leapIf you have a good job you're scared to leave, this is the episode you need to hear.Connect with Jeremy:Instagram and Facebook: @fivestarvhrEmail: jeremy@fivestarvacationhomerentals.comWebsite: fivestarvhr.comFree 6-step course to start your day right: level.strsecrets.com/pc-bookJoin the community: STR Secrets Facebook Group

t of real estate investors hear about tax savings from real estate but never fully understand how those strategies actually work. In this episode, CPA and tax strategist Thomas Castelli explains the difference between passive rental losses and tax strategies that can reduce W2 or business income. He shares why short-term rentals have become a powerful tool for high-income earners and how syndicators can structure deals more efficiently from a tax perspective. Thomas also explains why many investors wait too long before speaking with a real estate-focused CPA and why AI will change accounting firms over the next few years. Key Topics Discussed Why rental real estate is passive by default How short-term rentals are treated differently under the tax code What qualifies someone for real estate professional status Why carried interest can lower taxes for syndicators Common tax mistakes in operating agreements and PPMs How AI may automate bookkeeping and tax prep work Guest Information Thomas Castelli Website: The Real Estate CPA Email: thomas.costelli@HallCPALLC.com Call To Action To connect with Thomas or book a free consultation, visit The Real Estate CPA Consultation Page

Michael Smith—Managing Partner and Founder, Emerald Advisors Michael Smith shares how a client-first philosophy, niche specialization, and independence helped Emerald Advisors grow from $385mm to more than $1B in assets. In Summary What happens when an advisor builds a business around client service rather than operational efficiency? Jason Diamond speaks with Michael Smith, Founder and Managing Partner of Emerald Advisors, about the path from a successful Merrill practice to an independent RIA that has grown from approximately $385mm to more than $1B in assets. Along the way, Michael shares the story of being told he was “overservicing” clients, why that moment became a catalyst for independence, and how a highly specialized service model fueled the firm's growth. Drawing on lessons from a 24-year Navy career, Michael offers a perspective on leadership, specialization, client care, and what it takes to build a durable business in today's wealth management landscape. The Storyline Growth is often viewed as the result of marketing, referrals, acquisitions, or scale. Michael Smith sees it differently. After building a successful practice at Merrill, Michael found himself at odds with the constraints of the traditional wirehouse model. What ultimately stood out wasn't compensation, technology, or platform capabilities. It was a philosophical difference around client service. When he was told he was spending too much time helping clients navigate tax planning, equity compensation, and other financial decisions outside the traditional scope of investment management, he began to question whether the model aligned with the way he wanted to serve families. That realization eventually led him to launch Emerald Advisors in late 2019. The firm started with roughly 85 clients and approximately $385mm in assets. Today, Emerald serves more than 225 families and oversees more than $1B in assets. Throughout the conversation, Michael reflects on the lessons learned from building an independent firm, developing a niche around concentrated stock positions and executive compensation, navigating custodial and technology decisions, and creating a culture rooted in accountability and service. Underlying it all is a simple belief: when firms become highly intentional about who they serve and how they serve them, growth often becomes the outcome rather than the objective. Topics Covered Merrill breakaways and independence Client service as a growth driver Building an RIA RIA growth and scalability Organic growth strategies Concentrated stock positions and equity compensation planning Ideal client personas and niche specialization Schwab and Fidelity custody relationships Advisor succession and enterprise value Navy leadership principles in wealth management The rise of mega RIAs Advisor technology and infrastructure > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did being accused of “overservicing” clients become a turning point? (08:15)Michael explains how a conversation with management revealed a deeper misalignment between his client-service philosophy and the wirehouse model. What does client service look like beyond portfolio management? (11:30)The discussion explores how tax planning, equity compensation guidance, and proactive coordination can deepen client relationships. Why can specialization accelerate growth? (15:45)Michael shares why serving a defined niche often creates stronger referrals, greater expertise, and clearer positioning. How has the RIA landscape evolved since 2019? (20:30)Michael reflects on the rise of mega RIAs, changing technology capabilities, and why he believes independent firms still have significant advantages. What role do custodians really play in an independent business? (23:15)Michael discusses his experience working with Schwab and Fidelity and why he views custodians as strategic partners rather than competitors. Is the wirehouse model still the right fit for some advisors? (26:45)The conversation challenges the assumption that independence is the best path for everyone and explores the realities of running a business. Does reaching $1 billion in assets actually change anything? (32:45)Michael offers a practical perspective on growth, success, and why asset milestones can be misleading. What can advisors learn from the “steamboat” philosophy? (37:15)Drawing on his Navy experience, Michael shares a leadership framework that continues to shape how he approaches business building and decision-making. Key Takeaways Exceptional client service can become a meaningful competitive advantage when it extends beyond investment management. Independence gave Michael the flexibility to build a service model that aligned with his philosophy rather than adapting his philosophy to fit the platform. Developing a niche around executive compensation and concentrated stock positions helped accelerate Emerald's growth. The ability to make technology, custodial, and operational decisions quickly remains a significant advantage for independent firms. Not every advisor should be independent. Running a business requires a different set of skills and responsibilities than serving clients alone. Growth milestones are useful, but they do not define success. Michael believes success existed long before Emerald reached $1 billion in assets. High-performing teams with a clear client focus often find that growth becomes a natural byproduct of execution. https://youtu.be/RjzsMcC2DnY Quotable Moments “I literally had to go back and Google the word overservicing.” “Servicing the client is the most important thing that we can do today.” “If you serve a niche and you're very good at that niche, that word gets around.” “Growth becomes the outcome.” FAQs Can an advisor really “over-service” clients? The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Does specialization still matter in a relationship business? Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. What actually changes when an advisor becomes independent? Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. Is full independence the right path for every advisor? No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. How should advisors think about the $1 billion milestone? Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. What role does an ideal client persona play in growth? Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. How can advisors balance growth with client service? One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. Related Resources The Transitioning Advisor's Lament: Things I Wish I Knew Before Freedom vs. Familiarity: Is it Worth Disrupting Comfort for Something That Might Be Better? IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider Advisor Transition Report 2026 Guest Bio Michael Smith, CPWA® is the Founder and Managing Partner of Emerald Advisors, an independent wealth management firm overseeing more than $1 billion in assets for affluent families, executives, and business owners with complex planning needs. Mike entered the wealth management industry in 2005 after a distinguished 24-year career in the United States Navy, where he served both as an enlisted sailor in the Submarine Force and later as a Limited Duty Officer aboard USS Abraham Lincoln and on major staffs around the world. He earned a Bachelor of Science in Management and an MBA with dual emphases in Finance & Accounting and International Business. Throughout his career, Mike has been known for his commitment to comprehensive planning, helping clients navigate complex issues involving concentrated stock positions, executive compensation, tax strategy, estate planning, philanthropy, and multi-generational wealth transfer. His client-first approach and passion for education have helped Emerald Advisors grow from a startup firm in 2019 to a nationally recognized RIA serving more than 225 families. Outside of the office, Mike is an avid ultrarunner, golfer, lifelong learner, and dedicated advocate for children’s health initiatives. He is a current member of the Legacy Council at Seattle Children’s Hospital and has served in leadership and board roles supporting the Juvenile Diabetes Research Foundation, the Barbara Davis Center for Diabetes, the ALS Association, and the Alyssa Burnett Adult Life Center. He is also the proud father of Kat Smith. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think a team needs to have a specialization to be competitive these days or do you think it’s okay just to be like, “My job is to be the best advisor and I want to service assets wherever those assets may come from?” Michael Smith: Another great observation. I’m going to address the niche first and foremost. I think, and I talked to R.J. Shook’s staff just recently, and having a niche gives you a specialization and it also accelerates your growth factor. If you serve a niche and you’re very good at that niche, then that word gets around. If you’re a jack of all trades, you can do lots of things but I don’t think you’re focused and you’re not hitting the right numbers that I like to see. And I think that would be my theme is the niche allows you to focus on a very specific type of ideal client, that’s a Schwab thing where you have an ideal client persona and our firm has an ideal client persona. As far as having the equity comp, I absolutely was one of the teams at Merrill Lynch that was equity compensation designated, I managed a couple of plans. My exposure to that, Jason, I haven’t thought about this in a very long time, came from UBS where I had team members that were colleagues that were associated with the Nextel Sprint plan. And I always thought that you’re taking care of the top executives but, really, my background being in the military was how do we take care of the troops, the troops, I call them sailors, and how do we educate those sailors. And one of the things I’ve always said in my entire career in the military and I still say to this day is 50% of every bonus or a promotion or something like that should go to long-term savings. So, I use that same mentality with RSUs, with stock options, with bonuses. Set that aside, let that grow because you’re not used to spending it and you will learn to spend what you make. Jason Diamond: I think that’s a great reason, it’s super smart and I love your explanation, it was a very simplistic way. Honestly, even I hadn’t thought about that around your niche, I think, becomes almost like a force multiplier for your own growth because it’s much easier to become the guy in X, Y, Z vertical than to be the guy in every financial advisor of America, across America. Let me ask you a follow-up question, you mentioned the ideal client persona. I spend a lot of time at our firm thinking about this as well, what does your ideal client persona look like. How do you think about an opportunity though that differs from that persona? So, it’s great. Obviously, everybody, it’s easy, you get somebody who’s your perfect prospect, they walk in the front door, sign me up. But when you get something that’s not down the fairway for you, is it just I evaluate it on a one-off basis or are you super disciplined to that approach because it’s who your firm is? Michael Smith: I truly haven’t given that a whole lot of thought but I will tell you how I would handle that because I am handling it with some one-offs. I like the opportunity because you’re stretching your brain in that you’re thinking about how somebody else is reacting so you’d never know. So, I like it from a learning perspective but I also know it comes with a lot of other baggage, I’ll call it baggage, because, all of a sudden, they want to short the market, they want to go long-short strategies. So, all of a sudden, they’re not in our niche and, all of a sudden, they’re taking a lot of time, they’re draining our time so I think you got to be very careful about what you wish for. And there’s a lot of great advisors out there that will walk circles around these topics that I’m like, “Okay, I would rather refer somebody so they get the right experience than give them the wrong experience.” Jason Diamond: I absolutely love that answer. The bow you just put on it, I think, is the appropriate way in my mind to put a bow. At the end of the day, wouldn’t you rather service somebody more optimally even if you don’t believe it’s yourself, I agree with that. I want to ask you one more point on the client service piece. I was playing around on your website and, on your service model, you have health as a component of the client experience of your diagram. Why do you think health matters in a financial context? Michael Smith: I always believed in a healthy mind and a healthy body will bring so much joy to you and I think health is just part of your persona. If you don’t take care of yourself and your body and your mind, then it doesn’t matter what I do, I think you got to start with health. So, I’m very big on the executive physicals, I routinely require all of our staff to have an annual physical. And, again, they’re young people but you got to have these annual … I live and breathe going to see a doctor every year to do my annual physical, not because I think I’m pretty good health, I still run, I do a lot of things but I think your life starts with being healthy. Jason Diamond: Yeah, it’s refreshing to hear that, no doubt. It’s funny to think about but 2019 is a long time ago now and, in RIA world, I almost think of it like dog years. You’ve been around the block now for a little while so I’m curious how have you seen this space change since you launched in 2019? Michael Smith: In 2019, I didn’t know what I was doing, I could barely get out a wet paper bag but I do think it’s changed dramatically. I would say the biggest thing I’ve seen in just the six and a half, almost seven years is the rise of the mega RIAs and how they’re going to shape the industry. Everyone talked about fee compression at Merrill Lynch. When I was at Merrill, we talked about fee compression, then they talked about robo-advisors and now they’re talking about artificial intelligence replacing advisors, I don’t believe that and I don’t think that’s going to happen in the RIA space. What I see the RIA space maturing is into these very big mega firms as well as these independent RIAs like myself that serve a very niche market where we can walk in our lane. The ability to transact today is so much easier as an RIA than it was at a wirehouse as well because we have instant access to technology. My military background, my Navy background says make a decision right, wrong or different, if you don’t like it afterwards or you get new data, course change. So, in our industry, we can change on a notice. I hired a tech firm last year, I didn’t like the experience nine months into it, guess what, they’re not coming back. So, I can do that but you can’t do that at the bigger firms and even the bigger mega firms would have a hard time navigating a change just like that on a dime. Jason Diamond: You bring up an interesting point. To the extent you face competition, do you find yourself competing more against traditional wirehouse type firms or RIAs like yourself, mega caps RIAs? Are your clients attuned to any of this? Michael Smith: That’s an observation I haven’t thought of either there, Jason. I would say I don’t feel that I have a … I know there’s competition out there but we have a growth issue more than we have anything else so I don’t … I can’t take on the clients that want to become my clients so I’m not competing with people too much. Jason Diamond: A capacity issue, you mean? Michael Smith: Yeah, I have a capacity issue. Jason Diamond: I think you’re not alone in that. How can I even think about competition and the like when … A lot of advisors would probably say that. I want to talk more about the capacity situation but, before I do, let’s talk a little more about the RIA setup. Who do you custody with, remind us, and why or how did you arrive at that decision? Michael Smith: Yeah. So, when I launched, I went with Schwab, Schwab is a phenomenal partner, they helped me get a lot of stuff done, I couldn’t have done it without Schwab. During the pandemic, I realized that I should probably … So, remember, during the pandemic, we had a lot of issues with the banking industry, it was almost like a financial crisis but in a very compressed time. So, during the COVID, I decided to add Fidelity as another custodian so now I have two custodians and I opened accounts on both sides of the house but I like the custodians that are there to help you, they’re very good at what they do. I don’t even consider them a competitor and they aren’t competitors, they have their own branch so I don’t consider them competitors, I think they’re my partners and both Charles Schwab and Fidelity are good partners. Jason Diamond: Yeah, I think that’s the healthy way to look at the custody relationship. That’s a very common approach, I think, is launching with one custodian and then adding a secondary custodian or a tertiary custodian down the line for one reason or another so I appreciate you sharing that because we get those types of nuts and bolts questions a lot so I figured I’d ask you. One last question on the setup and then we’ll shift gears. Has anything been a negative? So, you talked about leaving Mother Merrill behind and, Mother Merrill, we use it facetiously but obviously it implies a degree of comfort and the homeland so I’m curious if you miss anything. Michael Smith: I miss the camaraderie of being with a bunch of other folks. I mentioned this when I first launched, I mentioned it year over year with my team, the one thing that we miss as an RIA and, again, Dynasty has their benefits as well and the mega RIAs have their benefits but, if you’re a true independent like myself, we get to go to conferences that we want to and that’s a timing issue, really, a time constraint. But one thing Merrill and Morgan, JPMorgan, and the other big wirehouses have as well as the megas, they have the ability to put conferences together for their advisors or their administrators and have this education. That’s the one thing that, I think, would evolve in the RIA industry in the future as well. They’re not my competitors, they’re my business colleagues. And if we think of them as competitors, and a lot of people do because I don’t want to share my client information or what I do with my competitor because they may steal them, if you’re that insecure, then you’re probably not the right advisor in the first place. Jason Diamond: I don’t disagree with that. It’s interesting too, I hear two common answers to that question, not about Merrill but just about somebody who’s broken away, what do you miss about the captive firm world. Either on this podcast or just in conversations with advisors, brand comes up a lot and then the point you just raised. I’ll even hear like, “Hey, forget the conferences and the trainings, just being able to have an office where I’ve got eight other advisors on a row for me, it’s a little bit of a different setup than in the independent space,” and I think that’s just a reality of you take the good with the bad. And for other advisors, by the way, one of the things I want to ask you about to this point is do you believe that there are advisors that are just better served in the W2 traditional firm world or do you think that every advisor should be looking at the RIA space? Michael Smith: I think that wirehouse serves a great purpose and- Jason Diamond: Okay, me too. Michael Smith: … there’s a lot of great people that are great advisors in that wirehouse, they need the structure. What I hadn’t alluded to is, and I mentioned this to a former manager from Merrill Lynch of mine just recently, actually, I was like, “I don’t think advisors realize what it takes to run a business.” I’m not trying to sugarcoat it, running an RIA is hard work, it takes a lot of your time day in and day out to run a business as well as taking care of and servicing your clients so I do think the wirehouse venue is the right way to go. And, Jason, I want to go back to one other thing about your identity. I launched as the Smith Group because that’s what I was known at Merrill Lynch. Within three or four months, I changed that name to a firm because I did not want to be associated with it. So, when you’re at one of the wirehouses, you’re known as your team name or something of that sort, I didn’t want to be known as that, I wanted to be known as Emerald Advisors not the Smith Group because, all of a sudden, you have a single point of failure. So, brand identity, it’s not so unique inside the wirehouse because it’s a team name versus Merrill or Morgan Stanley or something like that. Jason Diamond: It’s a good segue because I’ll tell you where my mind goes when you bring that up. My mind goes is you’re smart in a way that you might not even realize or maybe you do realize which is that, if and when it ever comes time to sell this business, it is probably more valuable without your name attached to it or maybe not. But in some way, shape or form, as an RIA, you have an obligation to be thinking about that or it’s probably on your radar, maybe not an obligation. Have you given an ounce of thought to M&A either acquiring businesses, growing in that way or, ultimately, when you succeed out of this business and what the RIA space enables you to do? Michael Smith: To answer that question, yes. Everyone’s thinking about merger and acquisition, I think about succession planning from day one. I actually thought about I’m a big team person, I come from the submarine force where everyone is a key player on a submarine, every single person has a job and responsibility on a nuclear submarine. So, inside the financial services industry, I know Merrill Lynch was very big on teaming, I understand Morgan Stanley is as well because teaming gives them a breadth of responsibility where the responsibilities are shared. So, mergers and acquisitions or selling my business, I think, if you’re not thinking about that … And I’m not thinking about selling my business because that’s a distraction to me. If I needed the money, then I would’ve went to a wirehouse and that’s okay, you monetize your life’s work. Today, I’m all about what’s right for the client, what’s right for my team and what’s right for where I want to be in the next 10 to 20 years. So, I am growing, I do want to grow, I’m looking at opening offices in probably three locations in the next 24 months or so. Jason Diamond: Well, that’s what I was going to say, plenty of advisors I think would say the same, I have a lot of runway. But what about the other side of this equation which is you’ve had tremendous organic growth, you’ve tripled your client base, you’ve more than tripled the asset base, have you thought about acquisition as a mean to jet fuel the inorganic growth side of things? Michael Smith: I have but not in the typical sense that you’re looking at as buying a book of business. I want to partner with like-minded advisors that share that common thread of taking care of clients where you can serve as their trusted counsel and sit in the meetings with their attorneys and sit in the meetings with the accountants and give them sage counsel that you can only do because you’ve been with the family for 20 years. You know this family and that, not always, but I think that’s missed a lot in other firms. Jason Diamond: Yeah, I think that’s fair. I just thought of something else that you brought up. You brought Dynasty so I’m going to ask … I’m going to pull on this thread. That implies to me that you’re at least loosely aware of the supportive independence models that are out there yet you chose a very independent, autonomous path, why? Michael Smith: Because I didn’t know what I was doing. Jason Diamond: Fair. Michael Smith: Let’s be honest, I like Dynasty, I talked with Dynasty when I left. I talked to them all, I talked to Rockefeller, I talked to Morgan, I talked to Dynasty and then, when push came to shove, I wanted to be Mike Smith and launch my own firm and learn. And I will tell you, you learn drinking through a fire hose and we did that, we learned, I know the mistakes. What I didn’t want to do is just go to someplace where this is the stuff you’re going to have to use. So, I think Dynasty is a great launching platform, I think there’s other ones out there that are similar to Dynasty or the Rockefellers or the Morgans, it’s truly what you’re trying to achieve in life. What do you want for you and your clients and I always put my clients before me because I’ve always had this lifelong thing of, you do the right thing, you’re going to get taken care of. Jason Diamond: Yeah. And that’s a very common analysis, by the way, and it’s very common too for big advisors like yourself to say I did my homework across all of those different categories. I looked at the traditional wirehouses and regional firms and boutique firms, I looked at the independent broker dealers, I looked at the support platforms and the aggregators and the roll-ups and here’s ultimately what I landed on and why. Did you always know that though or was that something that it took you a diligence process to figure out? There was plenty of advisors, by the way, who come to us and they’re like, “I knew for the last five years that I was sitting there I was launching an RIA someday.” Michael Smith: Yeah. I did not know that and, to be honest with you, hindsight, I think one of those partners probably could have made me a little bit better at first because then I could have focused on clients versus focusing on, hey, how to open a business, who’s your technology … We talked about custodians and some other things but we didn’t talk about technology, how do you go find that technology. Where’s your email address come from? Who’s your chief compliance officer? When it resides on you, you got to look in the mirror. So, I think those parties out there that provide that for brand-new advisors launching could be very beneficial. I had in my mind what I needed to do and I knew I’m very frugal so mine boiled down to how much money I wanted to spend, to be honest with you. Jason Diamond: I think it is a cost benefit analysis, it is. It’s absolutely … Because if you list the functions of a support platform on paper and you showed it to somebody who didn’t know the industry, they would say, “Why on earth wouldn’t you do this? They’re taking off your plate compliance and tech and custody and the like,” and the answer is because there’s a cost associated with it and plenty of advisors decide what you decide, I wanted … Or I just wanted a greater degree of autonomy and freedom, to your point, the name on the door piece, I wanted this to be mine. Michael Smith: And, Jason, I think it also goes to the uncertainty. I had never done anything since Navy, financial advising and then launching. So, for me, I was launching with four employees I had to take care of and here I was going to hire a third party that I was going to have to spend X amount on and I didn’t even know what my income was going to be. That’s different if you’re a multi-billion dollar FA coming out of a wirehouse, the monetary dynamics are different. Jason Diamond: Agreed. Okay, here’s a good one for you. We get this concept from advisors, from firms, from private equity that a billion dollars in assets is like this magic number in our industry. Do you feel like anything’s changed now that you’re at a billion and what’s the next chapter for Emerald Advisors? Is it just continuing on this steady trajectory and serving clients and trust that everything else comes with that? Michael Smith: I go back and forth on a billion, everyone thinks that’s the right number, the biggest number that you need but I think it’s just an arbitrary numbers because it didn’t define who I was. And a lot of people define success at a billion, they define success that you’re a successful firm at a billion. I think I was a successful firm at 300 million, I was a successful financial advisor with 20 clients in 2005. I would say a billion is a multiplier, what I would tell new advisors out there today is gather assets. The more assets you have, the more revenue you generate. The more revenue you generate, the more money you can put in your pocket which means the longer you can stay in the industry. The problem with the industry is an attrition problem, not anything else. So, assets just give us the ability to have revenue which gives us the ability to grow. Jason Diamond: And is that the plan? Keep adding assets, keep growing one client at a time with the focus though, obviously, on what makes you which is a very client-centric service model. Michael Smith: Correct. There’s a lot of things I want to do in the next couple of years and expanding our footprint is our biggest one with the right partners and then just keep adding. I have a business development officer that I’m probably offer a job to here pretty soon and things are going well. Jason Diamond: Yeah, that’s great. You mentioned the tech stack and the other components of the business and I hear you on the frugal cost-benefit analysis. But who did you turn to for some of those early decisions, was it Schwab primarily who helped hold your hand through that? Michael Smith: Schwab was very good at helping me identify the tech stack at first and the tech stack is actually the one consistent, there’s a lot of things I’ve been consistent on but tech is one that I’ve stayed with them. I launched with RightSize, now they’re Advisory, they’re very good, they do the right job for us and I’m big on cybersecurity. So, tech was helpful from Schwab, Schwab helped us with that. Jason Diamond: So, we spoke a little bit about your naval experience but, I’m curious, can you tell us how has your naval experience shaped your perception or your experience in wealth management? Michael Smith: My Navy path was a lot different than many officers. I served 12 years as an enlisted person before I got my direct commission as a Mustang officer, typically called limited duty officers or loud, dumb and obnoxious as I like to say. But that experience gave me a unique perspective because I was able to be the enlisted side and officer which are the workers and then the management side so I had both experiences which was unique. When I was commissioned, Admiral Jerry Ellis, a submarine admiral that commissioned me, heard this lesson to the podium, he was just talking about me in this point but he said, “There are three kinds of people in every organization. You have rowboat people who need to be pushed, you have sailboat people who move whenever the conditions are favorable and then there’s steamboat people, they move continuously through calm or storm.” And he said, “This is Ensign Michael Smith,” he said, “Make your course.” And that’s always stood with me because you do have those three types of people in life. You got people that are just … They’re robo people, they go until they get tired. You got sailboat people that go wherever the wind blows them and then you got steamboat people that chart their own course. I would say for advisors out there make your course or just be happy with what you’re doing. But for some of us hard chargers, I think that analogy has stayed with me my entire career. Jason Diamond: It’s fantastic. I love the analogy, great naval tie in also. Thanks for sharing that. We got time for one more question. You have a fascinating background, a fascinating path to the industry, obviously, an incredibly disciplined approach around client service, any parting thoughts, words of wisdom especially as it relates to growth? That’s what strikes me most about your story is the growth that your move unlocked and that’s what every advisor who listens to our show is looking for. Michael Smith: I’m going to give another plug to Schwab on this. We actually were fortunate and I got their consulting group to come in right afterwards and I’m a big believer in having offsite. So, I’ve had an offsite, two offsites a year for my team and it’s the entire team unlike the wirehouses where you don’t take your admins and stuff like that. I take my entire team to an offsite and we group up on what we’re trying to achieve and have goals and objectives for the year. Schwab allowed us to use their consultants and we came up with our ideal client persona. Teams or firms that have this model become high performing. When you become high performing, growth becomes the outcome. I couldn’t do anything but grow. Jason, I couldn’t not grow because I had this ideal client persona, I knew how I was going to do it, it was measurable. So, growth becomes the outcome and, if you hold people responsible, then we’re all going to grow together and it’s a fun outcome. Jason Diamond: Fantastic, it’s a great place to end. Thank you so much for sharing your expertise with us, I can’t wait to see what the next chapter holds for Emerald, this has been a lot of fun. Michael Smith: Jason, thank you so much. I appreciate everything you do for the industry as well. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think

Host Don Adeesha sits down with Kara Kelly, CEO of Clinical HR, to tackle the people problems that quietly derail aesthetic practices, from the moment a clinician becomes a reluctant manager to the chaos of a private equity acquisition. Kara brings fifteen-plus years of direct experience inside med spas and medical practices, and she pulls no punches on the compliance traps that cost owners real money before they ever see an audit coming. The conversation goes deep on the W2 versus 1099 misclassification issue, one of the most widespread and expensive mistakes in the aesthetic industry. Kara walks through a real-world case where a five-location practice was hit with a $142,000 IRS penalty for misclassifying just 13 providers, explains why signed contracts and S-Corps offer zero protection, and outlines the SS-8 filing process and the step-by-step path to correcting classification before the letter arrives. Kara closes with her HR ETA framework, clear Expectations, the right Tools and Training, and consistent Accountability, as the foundation every practice owner needs before they hire their next team member, restructure their compensation model, or close on an acquisition. Her central message: the practices that build great cultures do not do it by reacting to problems. They do it by writing the rules before the game starts.

What does it really take to walk away from a seventeen-year corporate career and build an $18 million marketing agency in just three years? In this episode, Eric Winegard shares the mindset, discipline, and relentless commitment that helped him go from a troubled childhood and military structure to becoming the CEO of Rare Blue Moon Marketing. We dive into the realities of entrepreneurship, the difference between paid ads and organic content, and why most businesses fail before marketing even begins. Eric breaks down the importance of networking without an agenda, building a real personal brand online, and why commitment is the trait that separates successful founders from everyone else. You'll also learn how sales psychology, leadership, and self-belief became the foundation for scaling one of the fastest-growing agencies in the space. What You'll Learn in This Episode How Eric went from a troubled childhood to military discipline Why sales became the skill that changed his life The difference between networking and selling Why most marketers don't understand sales How Rare Blue Moon Marketing scaled so quickly Why organic content and paid ads need to work together What business owners get wrong when hiring agencies Why commitment matters more than talent About Justin:   Justin Colby is the host of The Entrepreneur DNA and The Science of Flipping podcasts and a best-selling author. He is a serial entrepreneur and a seasoned real estate investor with over 20 years of experience.   Driven by a passion to help entrepreneurs thrive, Justin created the Entrepreneur DNA community to support business owners in building wealth, systems, and long-term freedom. Through his podcasts, books, education platforms, and hands-on mentorship, he continues to help entrepreneurs scale with clarity and confidence.   Connect with Justin: Instagram: @thejustincolby YouTube: Justin Colby TikTok: @justincolbytsof LinkedIn: Justin Colby About Eric Winegard Eric Winegard is the CEO and cofounder of Rare Blue Moon Marketing, a fast-growing digital marketing agency helping businesses scale through paid advertising, SEO, content strategy, and lead generation. After spending seventeen years in corporate sales leadership, Eric transitioned into entrepreneurship and rapidly built an $18 million agency by combining high-level sales psychology with modern marketing systems. His story spans a difficult upbringing, military discipline, and years of mastering sales, networking, and leadership before becoming a founder. Today, Eric works with businesses across multiple industries to help them grow through strategic marketing, brand positioning, and scalable customer acquisition. Connect with Eric Winegard: Instagram: @ericwinegardofficial YouTube: @ericwinegard8088 Facebook: winegard1 LinkedIn: Eric Winegard Website: rarebluemoon.io   Chapters 0:00 The road from W2 to eighteen million dollars 2:45 Is sales a born talent or a learned skill 5:30 Why high level masterminds are worth the investment 9:15 Overcoming a difficult childhood and foster care 13:40 How the military builds a wartime mentality 17:50 Why Eric left a safe CEO track to start over 22:10 The role of faith and grit in business growth 26:45 Burning the boats and making success a necessity 30:15 Paid ads vs organic content strategy 33:50 Humanizing your brand on social media 37:20 Geofencing and targeting for local businesses 41:05 Lessons from the Gold Coast Podcast and Brad Lea 44:30 Why marketing cannot fix a broken business model 46:46 Final advice for aspiring entrepreneurs   #entrepreneurship #digitalmarketing #salesstrategies #scalingbusiness #mindset   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

主題: W2與1099是報稅的必須文件嗎？姚寧剛會計師 主講

Ryan Pineda and cohost Brian Davila sit down with entrepreneur Brian Luebben to discuss transitioning from a W2 career into business ownership, scaling through acquisitions, building wealth through focused entrepreneurship, and why relationships, family, and time freedom ultimately matter more than chasing money alone.⁣⁣Connect with Brian - ⁣https://www.instagram.com/brianluebben/⁣https://www.actionacademypod.com⁣__________⁣If you'd like my team to run your marketing & sales department to scale your business apply here https://www.pinedapartners.com⁣⁣Join our private mastermind for elite business leaders who golf. https://www.mastermind19.com⁣⁣Want to be featured on the Wealthy Way Podcast? Apply here https://www.wealthyway.com⁣⁣If you want to start your real estate investing business, we'll give you 1:1 coaching, seller leads, software, & everything you need. https://www.wealthyinvestor.com⁣⁣Tired of paying so much in taxes every year? We'll give you strategy, tax prep, and accounting all in one place. https://www.taylor-tax.com⁣⁣Join free Bible studies and workshops for Christian business leaders. https://www.tentmakers.us⁣⁣Dad Built is all about helping fathers lead their families with purpose while looking great doing it. Whether you're at the gym, on the golf course, or spending time with your kids, they've got premium hats and apparel built for dads. Check out the latest collection and current offers at https://www.dadbuilt.co⁣__________⁣Chapters: ⁣00:00 - From W2 To Entrepreneur⁣02:03 - Finding Love While Building⁣04:21 - Focus Beats Diversification⁣06:03 - Buying Boring Businesses⁣07:28 - Multiple Arbitrage Explained⁣10:49 - Passive Income Is A Myth⁣16:25 - Build Vs Buy Businesses⁣18:39 - Navigation Vs Acceleration⁣22:00 - Why Bigger Businesses Win⁣30:57 - Finding Businesses To Buy⁣36:44 - Choosing Your Hard⁣53:50 - Defining Your Enough Number⁣01:00:55 - The Freedom Paradox⁣01:04:03 - Experiences Have Expiration Dates⁣01:06:17 - The 18 Summers Lesson⁣01:11:16 - How Brian Met Natalia⁣01:16:08 - The Five Fs Of Marriage⁣01:23:13 - Building A Strong Foundation

What happens when an engineer living out of his car decides that relying on a paycheck is the biggest risk of all?In this episode of Living The Red Life, Jason Roberts shares how years of homelessness, financial uncertainty, and career setbacks forced him to rethink everything he believed about wealth, security, and success. After transitioning from engineering into sales, Jason discovered a scalable path through real estate investing that transformed his future and ultimately led to multiple thriving businesses.He breaks down the mindset shifts, sales strategies, deal analysis frameworks, and wealth-building principles that helped him go from sleeping in a church parking lot to building an eight-figure real estate portfolio. Whether you're an entrepreneur, investor, or someone searching for greater financial freedom, this conversation reveals practical lessons on creating income, reducing risk, and thinking bigger than ever before.Key Takeaways• Why sales is the single most valuable skill for building wealth• How to identify high-margin opportunities with real product-market fit• The framework Jason uses to eliminate downside risk in investments• Why relying solely on a W2 job may be riskier than entrepreneurship• How problem-solving and persistence create long-term financial freedomNotable Quotes• "If you get rid of the downside, then all you're left with is upside."• "Learn how to sell. Sales is the number one skill that will help you build wealth."• "Everything in life is figure-out-able."• "Don't rely on anybody else for your success."• "You don't have to be exceptional, but your effort does."Connect with Rudy Mawer:LinkedInInstagramFacebookTwitter

8 Money Rules with Nik Johnson | Chris on Everyday Money Heroes | 106Chris Luger didn't grow up wealthy. He didn't have a finance degree. He started over from scratch after a divorce in 2015, barely knowing what a budget was. Nine years later, he walked away from his W2 at 50 with a $2.5 million portfolio.In this episode, Chris joins Nik Johnson on Everyday Money Heroes to tell that whole story from the messy beginning, the real estate wins (and the properties he eventually had to cut loose), the power of the FIRE community, and the 8 Money Rules he lives by.What you'll hear in this episode:How a divorce in 2015 became the catalyst for Chris's entire financial transformationWhy he gave himself a 10-year timeline to reach FIRE and hit it in nineThe mix of residential real estate and index fund investing that built his portfolioWhy he's now transitioning out of residential rentals and into commercial real estateHis 8 Money Rules — practical principles covering everything from learning the fundamentals to protecting your wealth to building an emergency fundWhy "money is just an amplifier" and how financial freedom lets you give back in ways you never could beforeContact Chris:https://heavymetal.moneyhttps://www.facebook.com/MoneyHeavyMetalhttps://x.com/MoneyHeavyMetalhttps://www.instagram.com/chrislugerhttps://www.tiktok.com/@heavymetalmoneyemail: chris at heavymetal.moneyConnect with Nik:https://everydaymoneyheroes.comhttps://www.youtube.com/@Everyday-Money-HeroesResources and Links:MOSH PIT RULES FOR MONEY: WHAT HEAVY METAL TEACHES US ABOUT FINANCIAL SURVIVALhttps://heavymetal.money/moshpitrules/Contact Chris:https://heavymetal.moneyhttps://www.instagram.com/heavy_metal_money/https://www.youtube.com/@heavymetalmoneyhttps://www.facebook.com/chrislugeremail: chris at heavymetal.money

A central discussion in the podcast focused on the applicability of the Entrepreneurial Operating System (EOS) for small Managed Service Providers (MSPs). Divergent perspectives were presented regarding whether the EOS framework is suitable for MSPs with very few staff. The conversation highlighted that while EOS provides accountability, transparency, and structured communication, some very small organizations (e.g., four employees or fewer) may find the framework's meeting cadence and process requirements disproportionate to their operational needs. It was noted that EOS promises value in promoting ownership and alignment but that this benefit is more likely realized when an organization reaches a scale where individual ad hoc communications become inefficient. Supporting these observations, it was emphasized that EOS, as detailed in resources such as Gino Wickman's book and related summaries, is designed with flexibility to span small, medium, and large teams. Examples were offered indicating that even companies with four employees have derived benefits through formalizing updates and consolidating communication, provided their baseline culture supports collective knowledge sharing. However, one position outlined that simply reading EOS materials may be sufficient for the smallest organizations to improve focus without fully implementing the structure, especially when daily meetings or formal processes are not otherwise necessary. The episode additionally examined risk management and operational best practices surrounding MSP business growth and eventual sale. The dialogue discouraged running a business constantly as if preparing for immediate sale, citing the need for risk-taking during growth phases. Factors such as maintaining diverse client portfolios, implementing clear master service agreements (MSAs), reducing owner dependency, and minimizing client concentration risk were underscored as practices that support both ongoing scalability and future valuation. A case was discussed in which valuation was negatively impacted by an overreliance on non-contracted, concentrated clients and a lack of W2 employees, illustrating the risk implications of operational decisions. For MSPs and IT service leaders, the discussion underscored the importance of regularly reviewing operational frameworks and business hygiene regardless of size. The tradeoffs between structure and agility require clear-eyed evaluation, particularly in managing risk, scaling sustainably, and ensuring future options for valuation or exit. While formal systems like EOS can strengthen accountability and communication, overengineering processes in very small teams may reduce efficiency. Careful attention to client diversification and contractual commitments is essential for risk reduction and maximizing enterprise value.   Title:    Is EOS good for a small MSP?What are we talking about today: MSP Question of the week: EOS framework in your business – is this good for MSPs? First introduced by Gino Wickman in his book Traction, the EOS framework focuses on aligning teams and driving execution  What the Heck is EOS? (shorter book)  AMYS NEW BOOK!!!   Top 20 questions - Should you run your business like you're going to sell it? Image of Amy's book  Amy's Book: https://amzn.to/4dSYOcR MSP struggle hiring good people – what do you do when you hire a mediocre employee?  Article reference: https://www.linkedin.com/posts/timothykoirtyohannsphr_their-new-hire-was-fired-after-28-days-share-7361376947848843264-5UwS/ What is your quote turnaround time? Tales from the Field: I was doing a valuation this week and shared the results with the owner --  Good revenue 1.5m, good NI 375K, GREAT MRR 75%, good location and team.   No contracts, no office, no employees only 1099, 1 client represents 50% of revenues, and owner wants full exit. Amy and James Events: SMB Online Conference- June 25th panel. Free registration for SMB Online Community members. Register at www.smbonlinecommunityconference.com Mastermind Event – July 30-31st, 2026 in Omaha, NE. Register at  https://kernanconsulting.com/mastermind-event/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Disclaimer: Today's episode is sponsored by Gelt. Content is for educational purposes only. Not advice. Results discussed have not been vetted. Claims made by the guest have not been verified. The views expressed by the guest do not reflect those of the host or this show.—

Learn how you can turn your life insurance policy into a super Roth for retirement. Tom Love is a CEO and financial wealth expert with over 40 years of experience. He walks through the multiplicity of benefits life insurance can unlock not just for the top 1% but for business owners, entrepreneurs, W2, and retirees. We cover the tax advantages, risk mitigation, non-recourse loan benefits, as well as debunking some of the most common talking points against life insurance.Watch the Interview on Youtube for Visuals - https://youtu.be/NABjYZ3BggoConnect with Tom Love: https://www.linkedin.com/in/tom-love/The Breakaway League: https://www.linkedin.com/company/thebreakawayleague/Want to See If Whole Life Insurance Can Improve Your Financial Plan? Schedule Your Clarity Call Here: https://bttr.ly/bw-yt-aa-clarityWant Us To Review Your Permanent Life Insurance Policy? Click Here: https://bttr.ly/yt-policy-reviewWant Free Whole Life Insurance Resources & Education? Go Here: https://bttr.ly/yt-bw-vaultLearn More About BetterWealth: https://betterwealth.comChapters:00:00 - Interview Teaser and Introduction to "Super Roths" and Life Insurance 01:54 - Communicating the "Why" and Selective Clientele 02:35 - Wealth Strategies Within the Tax Code 04:18 - Tax-Free Income vs. Tax-Exempt Cash Flow 06:05 - Hidden Debt of Retirement Accounts 09:55 - Mechanics of Non-Recourse Loans 11:40 - The 1990 GAO Report and Tax Exemption 15:52 - Breakaway League and Better Communication 21:11 - Problem with Collateralizing Retirement Plans 25:23 - Case Study: A Billionaire's Insurance Strategy 28:55 - Real-World IRS Audit Story 30:53 - Permanence of the Tax Code and Section 7702 33:13 - The Mount Everest Analogy for Financial Planning 38:43 - Practicality: Taking Loans in Real Life 41:40 - Whole Life vs. IUL and Mutual Companies 44:46 - Warren Buffett and the Life Settlement Market 47:35 - The Conflict of the Fiduciary Registration 50:39 - Debating PUA Riders and Policy Design 54:44 - The Cons and Risks of Life Insurance 57:22 - Collateral Capacity in Real EstateDISCLAIMER: https://bttr.ly/aapolicy*This video is for entertainment purposes only and is not financial or legal advice. Financial Advice Disclaimer: All content on this channel is for education, discussion, and illustrative purposes only and should not be construed as professional financial advice or recommendation. Should you need such advice, consult a licensed financial or tax advisor. No guarantee is given regarding the accuracy of the information on this channel. Neither host nor guests can be held responsible for any direct or incidental loss incurred by applying any of the information offered.

How One Rental Turned Into 32 Doors follows David Nino as he shares how a single rental property became the foundation for a 32-door real estate portfolio. In this episode of the Real Estate Masters Podcast, David breaks down how he got started during the 2008 market crash, why distressed properties became his niche, and how long-term buy-and-hold investing helped him escape the W2 lifestyle. He also shares lessons on tenant screening, house hacking, scaling rental properties, and why freedom is the ultimate definition of success in real estate. _______________________________ If you want to learn how to run your business in 5 hours or less.... Go to https://www.5HourBusiness.com Subscribe to my YouTube channel:    / @tonyjavierbiz And if you're into flying and want to follow my Aviation journey, check out my other YouTube channel at    / @tonyjaviertv _______________________________ Follow me on Social Media: Tiktok -   / tonyjavier.tv Instagram -   / tonyjavier.tv Facebook Personal -   / tonyejavier Facebook Business -   / realtonyjavier ________________________________________ If you want to dominate your Real Estate Market with TV commercials, go here: https://www.ClaimMyMarket.com If you want to connect with me and my network, go to https://tonyjavier.com/connect If you want to check out Tony's Real Estate Resources and Vendors go to https://www.TonyJavier.com/resources ________________________________________ Tony is the owner of an INC 5000-rated Real Estate Investment Company. He has been featured in Bigger Pockets, Wholesaling INC, Steve Trang's Real Estate Disruptors, Joe Fairless' Best Ever Podcast, and many other top podcasts and platforms. When Tony is not working on his business, he enjoys flying his plane. You can see videos on that and how he uses airplanes to save money on taxes. Don't forget to like the video, comment, subscribe to my channel, and share this with a friend if I'm doing my job and providing value to you and your network. If I'm not doing my job please let me know in the comments how I can be better, your feedback is greatly appreciated. See you in the next video!

What if everything you were taught about building wealth was designed for someone else's benefit, not yours? High-income professionals, especially doctors, lawyers, and entrepreneurs, are earning hundreds of thousands of dollars a year and still ending up financially behind, buried in debt, crushed by taxes, and handing their futures over to Wall Street. In this episode of the Real Estate Investor Growth Network, Jen Josey sits down with Buck Joffrey, MD, a former cosmetic surgeon turned serial entrepreneur who has been involved in over $2 billion in real estate transactions, to expose exactly why the traditional financial playbook is quietly failing the highest earners in the room and what to do instead. Buck breaks down his mathematical wealth formula, a momentum-based framework built around mass, velocity, and leverage, that gives high-income professionals a repeatable system for building real, lasting passive income. He shares the pivotal moment that made him walk away from a prestigious surgical career at UCSF, why syndication investments unlock a world most people never even know exists, and how the short-term rental loophole gives busy professionals access to powerful depreciation benefits without requiring a real estate professional designation. He also gets candid about the operators who got crushed by rising interest rates and how to vet a deal and a sponsor without getting burned. This episode is essential listening for any high-income earner who feels like they are working harder than ever but not getting ahead financially. Whether you are a doctor, a business owner, or a seasoned investor looking to scale smarter, Buck's framework will shift how you think about money, passive income, and the power of investing like the ultra-wealthy. The window to position yourself in quality assets is open right now, and this conversation will show you exactly how to walk through it. 5 Powerful Takeaways The Mathematical Wealth Formula Revealed: Buck's three-variable framework of mass, velocity, and leverage gives high-income professionals a clear, repeatable system to multiply wealth without relying on luck or timing the market. Why Earning $500,000 a Year Can Still Leave You Broke: Between student loan debt, lifestyle inflation, and W2 tax exposure, high earners are often the most financially vulnerable, and Buck explains precisely why and how to fix it. The Short-Term Rental Loophole High-Income Earners Are Missing: Buck confirms that STR investing allows busy professionals to access real estate depreciation benefits typically reserved for full-time real estate professionals, creating a massive tax advantage hiding in plain sight. How to Vet a Syndication Sponsor Without Getting Burned: In a market where even respected operators have taken losses, Buck outlines the non-negotiable questions to ask about a deal's location, job growth, construction pipeline, and the operator's track record before writing a single check. Accredited Investor Access Changes Everything: Once you understand what becomes available at the accredited investor level, from private equity to pre-IPO opportunities to syndications, you realize the ultra-wealthy are not smarter, they simply play in a different game, and Buck shows you how to enter it. About the Guest Buck Joffrey, MD, is a former cosmetic and neurosurgeon who trained at the University of California, San Francisco, before making a bold pivot into entrepreneurship, real estate, and financial education. He has been involved in over $2 billion in real estate transactions and has spent more than a decade helping high-income professionals break free from the golden handcuffs of a high salary with nothing to show for it. Buck is the host of the Wealth Formula Podcast, one of the longest-running financial education shows for professionals, and the number one international bestselling author of 7 Secrets of Eternal Wealth. His unique superpower is reverse-engineering the strategies of the ultra-wealthy and translating them into a practical, math-backed framework that busy professionals can actually implement. Resources and Websites Mentioned wealthformula.com Wealth Formula Podcast, available on YouTube and all major podcast platforms reignmastermind.com therealjenjosey.com   00:00 REIGN Podcast Intro 00:59 Guest Proof STR Tips 04:44 Meet Buck Joffrey 07:03 Surgeon to Entrepreneur 10:02 Money Mindset for High Earners 11:59 Real Estate and Syndications 15:08 Why High Income Stays Broke 17:14 Mathematical Wealth Formula 21:40 Women and Wealth Gap 23:18 Passive Income Options 23:57 Tax Strategy With Rentals 25:34 Accredited Investor Access 27:57 Syndication Explained Simply 28:50 Vetting Operators And Deals 32:33 Book And Podcast Future 35:19 Badass Book Pick 36:39 Advice And Long Game 37:33 Drive And Aspirations 38:59 Systems And Success 40:46 Where To Find Dr Buck 41:44 Final Wrap And Subscribe

Bobby Triplett is VP of Renovation Services at Offerpad, a publicly traded iBuyer with operations in 20+ markets across 15 states, where he has led the renovation of more than 40,000 homes over nearly a decade. His team now offers institutional-grade, W2-staffed project management to private investors — from first-time flippers doing two deals a year to clients running 120 renovation projects a month. This episode covers how Bobby built a scalable renovation infrastructure that private investors can plug into without hiring a single employee, and why itemized scopes, fast trade payments, and a culture of accountability are the real drivers of ROI. If you're a real estate investor trying to scale your fix and flip or rental renovation operations without drowning in contractor headaches, this one is for you.Episode Highlights[1:03] – Host introduces Bobby and why his renovation model helps investors make, spend, and keep more money[2:17] – Bobby explains how Offerpad scaled to 100 renovations a month across 20 states before pivoting to serve private investors[3:09] – How Offerpad's $60–$70M annual materials spend lets private investors access wholesale pricing and institutional-grade service[4:37] – Bobby describes his client range: from investors doing 2–3 flips a year to one client running 120 projects a month[5:31] – Why Offerpad Renovate is like renting a sports car: investors get the speed and systems without the overhead[6:59] – How Bobby built loyal trade networks by guaranteeing volume, fast payment, and relationship-based accountability[9:08] – The culture of ownership and stewardship that defines how Bobby's team handles mistakes and escalations[12:52] – Where the model works best: median price and below, investment properties only, no luxury or retail renovations[16:37] – Why Bobby refuses lump-sum bids and uses fully baked, room-by-room itemized scopes instead[18:35] – Bobby's core mission: giving investors confidence in renovation so they can focus on sourcing and scaling[21:08] – The tech stack: CompanyCam for photos, proprietary software for scopes, and a dedicated W2 project manager as the investor's single point of contact[24:18] – Bobby's backstory: from Bible college and 15 years in ministry to leading Invitation Homes' 7,900-door Tampa maintenance division[27:02] – How Bobby turned one of Invitation Homes' worst-performing markets into a top-five in the country within one year[30:01] – A Saint Louis client scaled to 11 markets and 7 states without hiring a single employee, using Offerpad Renovate as his renovation infrastructure5 Key TakeawaysVolume Is the Loudest Language — Contractors don't have marketing budgets. When you guarantee consistent pipeline and pay fast, you earn loyalty and wholesale pricing. That combination is how Bobby's team delivers institutional quality at a price private investors can actually work with.Itemized Scopes Protect Your ROI — Lump-sum bids are where investors get burned. Bobby's team submits fully baked, room-by-room scopes with labor, materials, margin, and taxes on every line item. That transparency lets investors make real-time tradeoffs and actually understand where their money is going.Culture of Accountability Scales — "What gets celebrated gets repeated" isn't just a slogan at Offerpad. Bobby built his reputation by teaching his team to own mistakes and communicate proactively, even when the news is bad. No news, he says, is always worse than bad news.Scale Without Adding Overhead — One of Bobby's clients operates across 11 markets and 7 states with a small team and zero local hires. By using Offerpad's W2 project managers as their on-the-ground infrastructure, investors can say yes to good deals in markets they've never set foot in.Confidence Is What Lets Investors Grow — Most investors hit an ejection button not because they run out of deals, but because they run out of trust in their partners. Bobby's model is built to give investors confidence in the renovation piece so they can stay focused on sourcing and scaling.Links & Resources• Offerpad Renovate — offerpad.com/renovate • CompanyCam (photo documentation tool) — companycam.com • Simple CFO (financial systems for real estate investors) — simplecfo.com • Need to Lead by David Burke (leadership book Bobby's team is reading together)Closing RemarkIf you're scaling your real estate portfolio and renovation costs are eating your margins or slowing your growth, Bobby's model is worth a serious look. Share this episode with an investor in your network who's been burned by contractors or is ready to expand into new markets. Subscribe, review, and share the show — and if you want to get control of your cash flow on the financial side, visit simplecfo.com.

Brians Questions: I frequently work with dark wood, and need to mark the cuts.  Do you have a recommendation for a white pencil or pen that is fine tipped? Thank you for the great show and your time to produce it. -George What has been your favorite veneering project (or what project would you like to do with veneer) George Guys Questions: Hey guys, your recent talk about bandsaws made wonder if anyone is using anything cool for bandsaw infeed and out feed, im using roller stands and doing resaw cuts that are about 10' long. I also was curious how you guys would go about making a cabinet over a toilet not require filler strips? Maybe a scribed face frame? Great podcast lately, i really enjoy it. Tyler I'm making a bow front dresser and the bow will be made by gluing up 1/8th” bending play. The front of the drawers will be 1/16th” shop sawn cherry veneer. I'm planning on putting  1/32” backing veneer on the inside of the bow.  To make up the bow i will have a couple glue ups. The first glue up will be the 1/8th” bending ply and the 1/32” backing veneer. For ease of use, I plan to use unibond one for this glue up. The second glue up for the front piece of 1/16” cherry veneer I plan to use Unibond 800 to ensure there is no wood movement later, since the height of some of the drawers will be 10”.  My questions are: is 1/32 backing veneer ok seeing the front piece of veneer is 1/16”? And second: is using Unibond 800 a bad idea because it will only be for the front piece of veneer. Mike Huys Questions: Hi,  Love the show. I recently got into woodworking as part of my stress relief from my W2 job (ICU work) and have fallen in love with it. I have expanded my tool chest and have a makita track saw and recently noted there was a variable speed setting on it. What guide do you utilize to change that setting? I have had it on 6 since I got the saw and never even thought to change it. I did finally follow your advice and upgrade my blade with a CMT finish 36 tooth carbide blade and what a difference cutting through hardwoods. Thanks, Viyeka Anyway, i wanted to ask how you would go about cleaning mouse droppings on your wood. The cdc (because of the hantavirus scare) suggests using bleach and then wiping but it seems harsh on raw wood stock. I don't want the bleach to penetrate too deep. I was thinking of spraying with a soapy solution and then gently wiping it off all my wood. What do you think? —vaibhav from chicago

Sign Up For Relay through My Referral Link: ⁠https://join.relayfi.com/partner/?referralcode=temporaryhousingmeetup&utm_source=events&utm_medium=…⁠In this eye-opening episode of In The Lab, Ruben breaks down one of the biggest misconceptions in entrepreneurship and real estate investing: confusing an asset class vs. building an actual business. Too many people say they want to “quit their W2 through real estate,” but never stop to ask the deeper question… are they trying to become an investor or build a business machine that produces cash flow at scale?Throughout the episode, Ruben unpacks the difference between long-term investing, operating a real estate business, and using business income to fund wealth-building assets. He explains why most successful entrepreneurs didn't get wealthy from the asset class itself first, but from the business engine behind it. From wholesalers and flippers to coaches, syndicators, and short-term rental operators, Ruben challenges listeners to study how people actually made their money instead of blindly copying the final product.He also dives deep into the importance of context when making business decisions. Instead of asking generic questions like “What's the best strategy?” Ruben explains why better outcomes come from reverse engineering your goals based on your skills, location, liquidity, lifestyle, time availability, and long-term vision. The episode also explores why B2B businesses create leverage faster than B2C models, and why AI may be the greatest business opportunity window modern entrepreneurs have ever seen.Tune in now to learn why “the math has to math,” how to stop chasing misleading business models, and why understanding the difference between owning assets and operating a business could completely change your financial future.#EntrepreneurMindset #BusinessGrowth #RealEstateInvesting #WealthBuilding #AssetVsBusiness #QuitYourW2 #B2BStrategy #AIForEntrepreneurs #FinancialFreedom #InTheLab

Join The Creative Finance Playbook Coaching Program & Learn Directly from Jenn & Joe:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://creativefinanceplaybook.com/⁠⁠Most people think building a real estate portfolio while working a full-time job is impossible… but Abby & Ryan prove otherwise

This week, Dinah Birch finds solace in letters and diaries from the past, whether they be joyous, heartbreaking or down-to-earth; John Talbot reads us his poem of a very specific corner of London. A Literary Letter for Every Day of the Year, edited by Liz Ison The Writer's Room: The hidden worlds that shape the books we love by Katie da Cunha Lewin Diaries of Note: 366 lives, one day at a time, edited by Shaun Usher St Petersburgh Mews, W2, a poem by John Talbot Produced by Charlotte Pardy Hosted on Acast. See acast.com/privacy for more information.

Apply to work with me one-on-one: https://www.cleartheshelf.com/applyHarry's an HR Director with a 10-year corporate career, a wife, kids, and a barn full of a million worms. In January 2026, he wrote a post to himself: "365 days from now you freaking did it, bro." Less than two months later, he replaced his W2 salary with Amazon income.Harry (@SellFlipDad) is building everything at once: a full-time career, an Amazon OA business, Whatnot live selling shows with his wife, and a Claude AI bot that messages potential customers 24/7 while he sleeps. This episode covers how he went from worm farming to salary replacement in 6 months, why he calls himself a "reseller" instead of an Amazon seller, the AI bot that runs his Whatnot chat (and accidentally bought him a Carhartt hat), and how he balances all of it without losing his family or his mind.Chapters:00:00 - The HR Director Who Replaced His Salary With Amazon02:00 - "Our Son's Twin Passed Away. We Needed Our Why."03:49 - From Worm Farming to Amazon (The Unlikely Pipeline)05:23 - "365 Days From Now You Freaking Did It, Bro"07:00 - What Amazon Revenue vs. Profit Actually Looks Like Early On10:00 - Getting Your Spouse On Board (She Said "You're Crazy")15:02 - Wife Goes From Teacher to Fashion Business Owner on Whatnot18:18 - "I Am a Reseller." Why Identity Matters23:00 - Daily Prioritization: W2 First, Then Where's the Money?27:07 - Whatnot Live Selling: $1 Starts on Goodwill Kids' Clothes33:00 - The AI Bot That Runs His Whatnot Shows (Claude Cowork)36:00 - How Claude Messages Thousands of Potential Buyers While He Sleeps39:24 - Claude Automated His Entire HR Paperwork Too40:00 - Going Deep: The Magic Number Is 700 Monthly Sold Batch44:00 - Paying to Play: Using Losses to Build Sales History46:57 - Ungating: "Keep Asking. Gamify It. Try Number 60 Is Coming."51:36 - Claude for Amazon Sellers: Where to Start55:00 - Balancing Work, Family, and the Grind (The Honest Take)59:00 - What Does Freedom Actually Look Like?01:01:00 - Lightning Round: Bidet, Lawn Service, and a Million WormsFollow Harry:X/Twitter: @SellFlipDadWhatnot: Outgrow KidsFollow Chris Grant:X/Twitter/Instagram: @cleartheshelf Newsletter: https://cleartheshelf.com/newsletterFollow Chris Racic:X/Twitter: @ChrisRacicNewsletter: https://oaleads247.com

Why do corporate employees romanticize entrepreneurship… while entrepreneurs secretly crave the stability of a paycheck? In this episode, I'm unpacking a conversation I think more people need to have honestly—because the answer isn't as simple as "quit your job" or "play it safe." Having worked in corporate, built a business in direct sales, and now running my own coaching and consulting company, I've experienced both worlds firsthand. And what I've learned is this: Every path solves problems. And every path creates them too. This episode is less about labels and more about understanding what you actually need in this season of life. We talk about: The real tradeoffs between corporate careers and entrepreneurship—including stability, autonomy, pressure, growth, flexibility, and lifestyle sustainability Why social media oversimplifies the "quit your job" narrative The realities of dual-income households, financial runway, and responsible career planning The pressure and blurred boundaries that often come with entrepreneurship Why many W2 roles offer more support, predictability, and structure than people realize How to evaluate what truly matters to you in this season of life Why hybrid career paths and evolving seasons may be a better fit than extremes The importance of building a life and career that leave you energized, aligned, and fully alive Here are the some great resources I wanted to share with you: Book a Free Clarity Call https://www.mollyasplin.com/subscribe molly@mollyasplin.com Follow Me on Instagram Growth Day App - 7 Day Free Trial   Are you looking to improve performance and team effectiveness across your team? Book A Team Effectiveness Consult Here   If this message resonated with you, I'd be so grateful if you'd leave a rating and review—it helps the show reach more high achievers who are ready to do life and work differently. And if you're listening today, take a screenshot of this episode & tag me on Instagram @molly.asplin so I can personally thank you and cheer you on!  

Kristopher "Kris" Grey is the founder of Creatapult and a seasoned project management consultant with over two decades of experience helping contractors and growing businesses scale without operational chaos. A self-described "construction brat" who grew up inside his family's contracting company, Kris launched his entrepreneurial journey under pressure — just days after the birth of his first child — and turned that crisis into a mission to help business owners build the systems, dashboards, and accountability frameworks they need to protect margins, reduce risk, and lead with clarity through fractional project management leadership.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Kristopher Grey of Creatapult about how contractors and other organizations can scale without operational chaos. Kristopher shares his origin story of losing all family income three days after his first child was born, which shifted his view that entrepreneurship and having a “side” income can be less risky than relying on one W2 job. Drawing on his upbringing in a family construction business, he describes common contractor failures such as bad bookkeeping, overreliance on tribal knowledge and heroics, understaffing project management, and the “death spiral” where winning more work leads to schedule slips, quality decline, change-order losses, and margin erosion. They discuss the “Who does what by when” accountability tool, dashboards, backup PMs, and the rise of fractional project management leadership. Kristopher outlines a 90-day execution engine focused on project intake, portfolio stabilization with RAG reporting, and risk tracking, and shares a transit-operator turnaround that enabled growth and COVID resilience.KEY TAKEAWAYSWinning more work can kill a company. Growth without systems creates a "death spiral" — slipping schedules, declining quality, and cash flow collapse, even when revenue is rising.Bad bookkeeping is the #1 contractor mistake. If you don't know your margins, you can't manage your business — you're running a personal ATM, not a company.Project managers lose effectiveness past 2 projects. Overloading PMs is a silent killer of profitability and client relationships."Who Does What By When" is the foundation of execution. Without a clear owner, a clear task, and a hard deadline, everything drifts.Systems are the antidote to turnover. With employees switching jobs every ~4 years, institutional knowledge must be documented — not held in someone's head.Fractional project management lowers the barrier to scaling. Companies don't need a full-time executive to get enterprise-level PM leadership — they just need the right fractional fit.Don't be afraid to ask for help. Pride is the number one source of doom for family construction businesses.Risk tracking is almost always missing. Most contractors react to problems instead of forecasting and mitigating them early.A RAG dashboard (Red/Amber/Green) gives leadership real-time project visibility and frees CEOs from daily firefighting to focus on strategy.QUOTES"It's kind of like a fish drowning in water. You'd think that winning more work would be a good thing… but if they've not been managing those projects well, they're bleeding out." — Chris Grey"If you don't put a deadline on something, your project is always at risk of falling behind by the longest single scheduling item you have.""Pride is probably the number one source of doom for a lot of these companies — the name is often on the building.""Most employees are essentially a statistic or a number for a company — they can be let go at any time.""Always have something on the side. If the thing takes off, run with it.""Growth alone doesn't create successful companies — but execution does." — Jonathan Goldhill (closing)"We were doing more with less — but less stress overall — because the PMs had the tools they needed to be successful."Connect and learn more about Kristopher Grey.https://www.linkedin.com/in/kristophergrey/If you enjoyed today's episode, please subscribe, review, and share with a friend who would benefit from the message. If you're interested in picking up a copy of Jonathan Goldhill's book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

John Casmon breaks down how to invest in apartments without being a landlord — using syndication to build wealth at scale with other people's capital.In this episode of RealDealChat, Jack Hoss sits down with John Casmon of Casmon Capital to break down how everyday investors can get into multifamily real estate without managing tenants, toilets, or the day-to-day grind.John shares the framework behind apartment syndication, including:Why buying small with your own cash creates a slow, painful grindWhat apartment syndication actually is and how it lets you scale using pooled capitalHow AI is replacing W2 jobs and why real estate is one of the most technology-resistant assetsWhy the T12 (trailing 12 months) can trap you if you don't know which numbers carry forwardThe intentional investing framework: building a portfolio around your life goals, not just chasing returnsWhy value-add deals that cash flow on day one beat "loss leader" strategiesHow an executive assistant and AI agents can free up your most valuable hoursThe lie most investors tell themselves about finding great dealsWhether you are just starting out or already own a few units and feel stuck in a slow grind, this episode will give you a better lens for how to structure your next move.

Join an active community of RE investors here: https://linktr.ee/gabepetersenREAL ESTATE INVESTING STRATEGIES THAT CREATE FINANCIAL FREEDOM

Had enough of the nine-to-five grind? Then it's time to start engineering your exit with assets that will give you more time, flexibility, and financial freedom: rental properties. Today's guest will show you how to replace your salary with cash flow and finally start living on your terms! Welcome back to the Real Estate Rookie podcast! Jamie Trickett had the cozy, corner-office job most people dream of, but it wasn't enough. With a three-hour daily commute on top of a 40+ hour workweek, she had very little time left for her boys. Something had to give. So, Jamie took a leap of faith and bought her first rental property. What was initially intended as a retirement asset quickly evolved into another steady income stream. Just two years later, she quit her W-2 job to go all-in on real estate investing and has stacked five rental properties in five years. Jamie hasn't just scaled to $10,000 in monthly cash flow. She's also saved six figures in taxes through cost segregation studies and other overlooked tax deductions. You don't need dozens of rentals to do what Jamie's doing. Stay tuned to learn how YOU can copy her success with a “small and mighty” portfolio! In This Episode We Cover How Jamie quit her job with a “small and mighty” real estate portfolio Making $10,000 in monthly cash flow with just five rental properties Replacing your W2 income with rental property cash flow How to save thousands in taxes with a cost segregation study Building a real estate business that gives you control of your time How to stop “shiny object syndrome” from derailing your investing goals And So Much More! Check out more resources from this show on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BiggerPockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠h⁠t⁠⁠tps://www.biggerpockets.com/blog/rookie-716⁠. Interested in learning more about today's sponsors or becoming a BiggerPockets partner yourself? Email ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠advertise@biggerpockets.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.  Learn more about your ad choices. Visit megaphone.fm/adchoices

How Emran Chowdhury Built Passive Income with 23 Rentals breaks down how Emran went from working a demanding W2 job to building a long-term rental portfolio across multiple states while spending only about an hour a week on the business. In this conversation, he shares how house hacking started his journey, why property management became the key to time freedom, how he finds strong cash-flowing deals, the power of 1031 exchanges, and the mindset shifts that helped him scale without being tied to day-to-day operations. It is a practical look at building real passive income through buy-and-hold real estate investing. _______________________________ If you want to learn how to run your business in 5 hours or less.... Go to https://www.5HourBusiness.com Subscribe to my YouTube channel:    / @tonyjavierbiz And if you're into flying and want to follow my Aviation journey, check out my other YouTube channel at    / @tonyjaviertv  _______________________________ Follow me on Social Media: Tiktok -   / tonyjavier.tv   Instagram -   / tonyjavier.tv   Facebook Personal -   / tonyejavier   Facebook Business -   / realtonyjavier ________________________________________ If you want to dominate your Real Estate Market with TV commercials, go here: https://www.ClaimMyMarket.com If you want to connect with me and my network, go to https://tonyjavier.com/connect If you want to check out Tony's Real Estate Resources and Vendors go to https://www.TonyJavier.com/resources ________________________________________ Tony is the owner of an INC 5000-rated Real Estate Investment Company. He has been featured in Bigger Pockets, Wholesaling INC, Steve Trang's Real Estate Disruptors, Joe Fairless' Best Ever Podcast, and many other top podcasts and platforms. When Tony is not working on his business, he enjoys flying his plane. You can see videos on that and how he uses airplanes to save money on taxes. Don't forget to like the video, comment, subscribe to my channel, and share this with a friend if I'm doing my job and providing value to you and your network. If I'm not doing my job please let me know in the comments how I can be better, your feedback is greatly appreciated. See you in the next video!

From $50K House to Financial Freedom | Andrew Postell shares how Andrew started at rock bottom with a $50,000 house hack and turned it into a powerful real estate portfolio while still keeping his W2 job. In this episode, he breaks down how real estate became the tool to escape financial stress, create freedom, and focus on what truly matters beyond money. From leveraging your first home to building rental income with property management, this conversation reveals the mindset and strategy needed to transform your financial future. _______________________________ If you want to learn how to run your business in 5 hours or less.... Go to https://www.5HourBusiness.com Subscribe to my YouTube channel:    / @tonyjavierbiz And if you're into flying and want to follow my Aviation journey, check out my other YouTube channel at    / @tonyjaviertv _______________________________ Follow me on Social Media: Tiktok -   / tonyjavier.tv   Instagram -   / tonyjavier.tv   Facebook Personal -   / tonyejavier   Facebook Business -   / realtonyjavier   ________________________________________ If you want to dominate your Real Estate Market with TV commercials, go here: https://www.ClaimMyMarket.com If you want to connect with me and my network, go to https://tonyjavier.com/connect If you want to check out Tony's Real Estate Resources and Vendors go to https://www.TonyJavier.com/resources _______________________________________ Tony is the owner of an INC 5000-rated Real Estate Investment Company. He has been featured in Bigger Pockets, Wholesaling INC, Steve Trang's Real Estate Disruptors, Joe Fairless' Best Ever Podcast, and many other top podcasts and platforms. When Tony is not working on his business, he enjoys flying his plane. You can see videos on that and how he uses airplanes to save money on taxes. Don't forget to like the video, comment, subscribe to my channel, and share this with a friend if I'm doing my job and providing value to you and your network. If I'm not doing my job please let me know in the comments how I can be better, your feedback is greatly appreciated. See you in the next video!

What does it really take to leave your W2 and build a life on your terms?In this episode, Brian sits down with Andrew Bennett to break down his journey from a stable corporate job to owning multiple businesses with his wife.Andrew shares why his first attempt at leaving his job failed, what changed the second time, and how a combination of pressure, vision, and environment finally pushed him to make the decision.They also walk through the deal that changed everything. A 12,000 sq ft building acquired with seller financing that is now being turned into a health and wellness center and café, something Andrew and his wife had talked about for years. This episode covers: Leaving your W2 and why timing is never perfect  Turning pressure and uncertainty into action  Why environment and proximity matter more than information  How Andrew structured his first major deal  The mindset shift from saving money to building wealth The biggest takeaway:Taking action changes everything.Curious as to how we've bought multiple businesses and built millions in equity? Give this video a watch for a full breakdown: https://www.youtube.com/watch?v=cviipnGtDWI&feature=youtu.beIf you are serious about building a life on your terms and want to surround yourself with people who are actually doing it, go to: https://actionacademy.com?el=action_academy_podcastIf you want to leave corporate America in the next 6-18 months - you should check out our Action Academy Community

On Monday the 24th of September 2018, an unnamed couple parked-up outside of Princethorpe House in Woodchester Square in Paddington, W2. The man was kidnapped, driven across London, and then in an unspecified bathroom on Fulham Palace Road, he was tortured using acid. But how did acid become the weapon of choice for many London gangs? Find out on Murder Mile.Location: Princethorpe House in Woodchester Square in Paddington, W2. Date/time: Monday the 24th of September 2018 at 9pm approxVictim: unnamedCulprit: Aston Rochester, Jamal Gordon-Harris, Rennell Rutty, Bradley Evans and Denzil RochesterSeven time nominated at the True Crime Awards, Independent Podcast Awards and the British Podcast Awards, Murder Mile is one of the best UK / British true crime podcasts covering only 20 square miles of West London. It is researched, written and performed by Michael of Murder Mile UK True Crime Podcast with the main musical themes written and performed by Erik Stein and Jon Boux of Cult With No Name and additional music, as used under the Creative Commons License 4.0. A full listing of tracks used and a full transcript for each episode is listed here and a legal disclaimer.CROSSED WIRES FESTIVAL: buy tickets to see myself, Paul & Stu at the Crossed Wires Festival in a show titled as ‘Always True Crime Takeover' on Sunday 5th July at 2pm - https://crossedwires.live/podcast/always-true-crime-takeoverLINK TO LUX ATRA, - a Polish podcast exploring stories of lives that ended too early, this is a link to it on SPOTIFYhttps://open.spotify.com/show/2DwSIdjVUJ3ujTLlniMYoA?si=EKsCgKuTTD6IwrHCJ1XGkwFollow me on SOCIAL MEDIA · Instagram· FaceBook· ThreadsSUBSCRIBE via PatreonSupport this show http://supporter.acast.com/murdermile. Hosted on Acast. See acast.com/privacy for more information.

Most advisors say they want to exit. What they actually want is to stop doing the parts they hate. Scott Danner has had this conversation more times than he can count. The advisor says they want to sell. Then the deal falls apart. Not because the numbers were wrong but because nobody asked the right question at the start. Scott is the Executive Vice President and Head of Legacy at Steward Partners. He founded Freedom Street Partners in 2016, built it to nearly $3.5 billion in AUM, and sold it to Steward Partners in late 2023. He started at Edward Jones with zero clients and cold called his way into the industry. That background gives him a credibility in this conversation that most people talking about M&A simply do not have. In this episode, Frank and Scott break down what is actually happening inside succession deals when they collapse, why M&A is the mechanism quietly solving the industry's age and talent problem and how the sell, stay and grow model gives advisors a way to monetize without disappearing. Scott also shares how Freedom Street Partners built a career ladder that next generation advisors could actually follow, what independence with infrastructure means at Steward Partners and why he believes advisors who dismiss a W2 model immediately are thinking too small.   Questions answered in this episode include: Why do sell and exit deals keep failing? What does M&A actually do for the long-term health of the financial advisory industry? What is the sell, stay and grow model and how does it work? How do you build a career ladder that next generation advisors will actually believe in? What does independence with infrastructure mean at Steward Partners? How can an advisor keep their brand and their clients while still monetizing their practice? Why should advisors think twice before ruling out a W2 model?   Chapters: 00:00 Intro and Scott Danner Background 02:53 Building From Scratch at Edward Jones 07:19 Why M&A is Saving the Industry 09:29 The Sell Stay and Grow Model 13:55 Building a Ladder for Next Gen Advisors 17:22 Independence With Infrastructure 26:11 Rethinking the W2 Model   Learn more about Elite and our resources: Elite Consulting Partners | Financial Advisor Transitions https://eliteconsultingpartners.com Elite Marketing Concepts | Marketing Services for Financial Advisors https://elitemarketingconcepts.com Elite Advisor Successions | Advisor Mergers and Acquisitions https://eliteadvisorsuccessions.com JEDI Database Solutions | Technology Solutions for Advisors https://jedidatabasesolutions.com Elite Wealth Management Insights Report https://eliteconsultingpartners.com/insight-report Listen to more Advisor Talk episodes https://eliteconsultingpartners.com/podcasts/

Discover how one real estate entrepreneur scaled from a W2 employee at a Fortune 500 firm to managing $60M+ in commercial real estate assets—and why NOW is the best time to invest despite market uncertainty. In this episode of The Proven Entrepreneur Show, Wayne Courreges III, founder of CREi Partners, pulls back the curtain on the commercial real estate investment world. With 19 years of industry experience and a proven track record navigating multiple market cycles, Wayne shares his contrarian strategy for thriving when others are panicking.Key Topics Covered:The Hidden Truth About Today's Real Estate Market: Why soft commercial real estate markets are actually the BEST buying opportunities for informed investors. Office vacancies, rising refinancing costs, and panicked sellers create asymmetric opportunities for disciplined investors.Building Passive Income: The Multifamily Housing Model: Discover why Wayne's firm keeps 80% of its portfolio in multifamily housing (100-150 unit properties across Texas). Learn about the cash flow, depreciation benefits, and appreciation potential that make multifamily the most reliable real estate asset class.The 2-4 Deal Strategy That Changes Everything: Most real estate entrepreneurs fail by scaling too fast. Wayne explains why CREi Partners deliberately limits deals to 2-4 per year while continuously strengthening internal capabilities. This disciplined approach separates sustainable wealth builders from those who fade quietly.Leadership During Market Downturns: Real estate success isn't about luck—it's about leadership. Wayne reveals the RIDGE values (Respect, Integrity, Dependability, Grit, Execution) that have kept his team strong through market volatility. Learn how the best investors over-communicate, think partnership-first, and never blame external factors.From W2 Employee to Company Founder: The real, often-hidden struggles of leaving corporate life to build a real estate empire. Wayne discusses the genuine stress of entrepreneurship, the dopamine hit of quarterly investor distributions, and the long-term vision that sustains motivation.Why Education Comes First: Before raising capital or closing deals, accredited investors need to understand what they're actually buying. Wayne's free Passive Investor Coaching program (passiveinvestorcoaching.com) represents his philosophy: educate first, sell second.Why This Episode Matters:Whether you're an accredited investor exploring alternatives to the stock market, a business owner seeking passive income diversification, or simply curious about how wealthy people build wealth, this conversation delivers actionable insights from someone who has actually done it—across multiple market cycles, in a real company, with real investors.Guest Bio:Wayne Courreges III is the founder and principal of CREi Partners, a commercial real estate investment firm specializing in accredited investor opportunities. With 19 years in the industry (including 16 years at CBRE, a Fortune 500 leader), Wayne has become an expert in multifamily housing, development, and navigating complex real estate cycles. He's an Eagle Scout, former Marine, and passionate advocate for investor education. CREi Partners currently manages $60+ million in assets across multifamily properties and development projects primarily in Texas.Perfect For:✓ Accredited investors seeking passive real estate opportunities✓ Entrepreneurs building multi-income streams✓ Real estate professionals exploring new strategies✓ Business leaders interested in wealth diversification✓ Anyone curious about commercial real estate in 2025

Tax Day is right around the corner, and tax strategist Karlton Dennis is here to make sure you don't leave a single dollar on the table. Today he breaks down the legal loopholes that you can still take advantage of before the filing deadline and the long-game moves that can keep thousands in your pocket. Nicole and Karlton cover tax strategies for both W2 employees and entrepreneurs, how parents can use the tax code to build wealth for their kids and new deductions from the Big, Beautiful Bill that you should definitely be taking advantage of. Plus, Nicole and Karlton break down viral hacks like the Range Rover write-off, the Augusta Rule that lets you pay yourself tax-free, short-term rental deductions, and putting your kids on payroll.  Check out Nicole's financial literacy course The Money School  Find a Financial Advisor or Financial Coach from Nicole's company Private Wealth Collective Watch video clips from the pod on Money Rehab's Instagram and Nicole Lapin's Instagram Follow Karlton on Instagram and YouTube Work with Karlton Here's what Nicole covers with Karlton:  00:00 Are You Ready for Some Money Rehab?  02:00 Last-Minute Tax Moves Before the Filing Deadline  02:38 Bonus Depreciation and the Big Beautiful Bill  03:26 The Range Rover Write-Off: How the Math Actually Works  05:26 The Best Part of the Tax Code for Entrepreneurs  07:26 How Karlton Writes Off Clothing 08:38 When Should a Side Hustler Set Up an LLC?  10:45 IRS Red Flags  12:01 What Actually Happens During an IRS Audit  13:28 Why Karlton Thinks of the IRS Like a Dentist  15:09 How to Pay 0% in Income Taxes (And Why That's Not Always the Goal)  17:00 How Elon and Trump Avoid Taxes 18:02 Short-Term Rentals 101 25:35 The Augusta Rule: Pay Yourself $28K Tax-Free  28:28 Why Karlton Is Obsessed with S-Corps  30:19 The QBI Deduction and How to Maximize It  31:26 What to Think About When Forming an Entity  36:35 QSBS: The Exit Strategy That Could Save You $40M in Taxes  40:38 How to Make Your Kids Millionaires   44:53 The Backdoor Roth IRA Explained  46:10 Self-Directed Roths and the Peter Thiel Strategy  49:29 How to Get Tax Breaks for Watching Movies  53:36 The Tax Scam to Avoid Right Now: Charitable LLCs  55:27 Why AI Is Not Your Tax Advisor  50:07 Karlton's Tip You Can Take Straight to the Bank All investing involves risk, including loss of principal. This episode is for informational purposes only and does not constitute financial, investment, or legal advice. Always consult a licensed professional before making financial decisions.