Podcasts about Wachovia

Stijn Schmitz welcomes back Michael Oliver from Momentum Structural Analysis MSA to the show. Michael Oliver opens the discussion by highlighting what he considers the most explosive signal in his decades-long career: the historic undervaluation of gold and silver miners relative to gold. He explained that for decades, the XAU index averaged around 25% of the gold price, but this ratio has collapsed and is currently trading near 9%. Oliver pointed to a critical technical breakout occurring in the GDX-to-gold spread, which is moving above a 13-year resistance range. This breakout, he argued, is a powerful signal not just for miners to vastly outperform the metal, but also for an impending dramatic price advance in gold itself, as the spread only rises during precious metals bull runs. The conversation shifted to the broader macroeconomic backdrop, where Oliver identified a “nuclear” government bond crisis as the primary catalyst. He warned that the US Treasury market is far larger than the stock market and is now slipping into quarter-century lows in price, reflecting extreme distrust among investors. Oliver stated that central banks will have no choice but to print money aggressively to defend their debt markets, which will further degrade the currency unit and propel gold higher. He believes this environment will force large asset managers to rotate out of an overvalued stock market, where key financial sector ETFs are showing imminent technical breakdowns, into a vastly underpriced commodity sector. Regarding other commodities, Oliver maintained that silver is the single most explosive market, being historically repressed relative to gold and the broader money supply. He suggested that if silver merely caught up to the rise seen in other metals since the 1980s, a price of $500 would not be shocking. On oil, he argued it remains vastly underpriced relative to both its historical highs and the decay of the dollar, predicting a broad repricing of commodities as an asset class. Finally, Oliver cautioned that the US dollar index is on the verge of a sharp decline, breaking down from a year-long consolidation, which could accelerate gold's rally and inflict further damage on US equities. Timestamps: 00:00:00 – Introduction 00:01:08 – Miners Relative Value to Gold 00:02:27 – GDX Spread Chart Analysis 00:05:44 – Breakout Implications for Miners 00:08:30 – Precious Metals and Bond Crisis 00:11:15 – US Government Bond Market Crisis 00:16:30 – Financial Sector Momentum Breakdown 00:19:03 – Capital Rotation and Liquidity 00:21:38 – Gold History Versus Stocks 00:25:15 – Silver Explosive Upside Potential 00:28:20 – Inflation & Debt Expansion 00:31:00 – Commodities Oil and Asset Shift 00:41:45 – Dollar Index Implications 00:43:35 – Platinum Group Elements Outlook 00:44:52 – MSA Details & Dollar Crisis Guest Links: Website: http://www.olivermsa.com/ X: https://twitter.com/Oliver_MSA Amazon Book: https://tinyurl.com/y2roa7p5 Email: mailto:michaeloliver@olivermsa.com Email MSA above, and they will send you this week’s report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton’s International Commodity Division, headquartered in New York City’s Battery Park. He studied under David Johnston, head of Hutton’s Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank’s Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

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

With Hell itself spilling into Wachovia, the party becomes the last line of defense against an endless demonic invasion while racing to close a catastrophic rift before it's too late. As overwhelming odds give way to unforgettable displays of resilience, ingenuity, and teamwork, every moment brings the world closer to salvation or ruin. bit.ly/4mFi3cy Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

The battle for Wachovia may be over, but every victory leaves behind new questions, unexpected revelations, and the first whispers of an even greater threat waiting beyond the veil. As old allies celebrate, long-buried truths come to light, impossible farewells are made, and the heroes discover that some endings are really the beginning of something much larger. bit.ly/4mFi3cy Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

After a hard-fought victory, the party's long-awaited ritual at the heart of the Blightwood finally begins, forcing ancient powers, impossible sacrifices, and centuries of sorrow to collide beneath the looming branches of the Blightoak. bit.ly/4mFi3cy Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

The battle against the Hellarch reaches its breaking point as the heroes fight through relentless waves of demons, desperate to stop an infernal invasion before it consumes Wachovia. As unlikely acts of heroism, perfectly timed teamwork, and larger-than-life moments turn the tide, the party discovers that even defeating an ancient evil comes with one final challenge. bit.ly/4mFi3cy Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

The journey to the heart of the Blightwood reaches its most perilous stage as ancient rivals converge beneath the legendary Blightoak, where centuries of secrets and sacrifice collide. What begins as a desperate bid to end the spreading corruption erupts into a battle against a nightmare born from the Blight itself, forcing the party to unleash everything they have just to survive. bit.ly/4mFi3cy   Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

The Experience Strategy Podcast | theexperiencestrategist.substack.com A nurse whose only job was to hold a patient's hand during a procedure. A debrief with the doctor scheduled before the procedure was even booked. A title accidentally revealed mid-conversation. This episode covers a lot of ground — starting with where healthcare experience strategy stands right now, and ending somewhere that a certain author probably wasn't expecting. What's in This Episode Healthcare is recovering — and the investment is back. After a brutal five-year stretch that left providers burned out and hospital systems in survival mode, Dave sees real momentum returning. Capital is flowing back into healthcare, and what's different this time is a more mature understanding of where technology fits and where it doesn't. AI handling clinical note-taking is the clearest near-term win — freeing physicians from the documentation burden that was eating their limited time with patients. Longer term, the new generation of LLMs built for scientific discovery is accelerating treatment development in ways that weren't possible even three years ago. The problem with scaling human experience. Mayo Clinic and Cleveland Clinic were early adopters of design thinking — writing case studies on patient experience in the 2000s that the whole industry studied. But the business model kept pulling in the other direction: enormous capital expenses, opaque insurance structures, and the relentless pressure to grow. And as Dave puts it, when you scale up a healthcare system, individualized experience gets harder, not easier. That's always true in any category — but the stakes are higher in healthcare. Then a pandemic arrived and survival became the only goal. The better the patient experience, the better the outcomes. Joe has been saying this for years, and the research backs it. The insight is simple but organizationally difficult: healthcare is not a service business. It uses experiences, but it's fundamentally in the transformation business. Every patient walking through the door has an aspiration — some version of going from sick to well. That aspiration, and the experience designed around it, drives outcomes. Geisinger Health System has operationalized this through outcome-based pricing: knee replacement doesn't work, you don't pay. More systems are moving in that direction. Human needs versus patient needs — there's a difference. Aransas's experience at Memorial Sloan Kettering is the episode's anchor story. A procedure booked with a debrief appointment scheduled at the same time — eliminating the anxiety window between test and result. And a nurse whose sole role during the procedure was comfort: one hand on Aransas's hand, one hand on her shoulder. Joe's reframe lands hard: "They didn't just meet your patient needs — they met your human needs." The distinction matters. Patients are still too often seen as collections of symptoms. The shift toward the whole person is coming, but it's uneven. AI's real job in healthcare: offload the routine so humans can be human. The most useful frame for AI in any service category — and healthcare in particular — isn't automation for its own sake. It's freeing the human in the room to be fully present. Checklists, documentation, protocol verification: these are exactly the kinds of cognitive load that drain providers and crowd out the relationship. Aransas makes the point that the "which leg are we operating on?" verification ritual exists because it was a real risk. The goal is to use operations and AI to cover the routine, so providers can put their energy into the part that only humans can do. Trained empathy has a shelf life. Dave traces the arc from "Welcome to Wachovia!" — a scripted greeting that felt like cutting-edge hospitality in its day — to the present moment, where scripted warmth reads as inauthentic almost immediately. Rote empathy, whether from a human or an AI trained to flatter, produces the same result: it rings hollow. Consumers have been through enough now that they can tell the difference. Joe's COVID-era conclusion still stands: "Be human." That's not a soft directive. In an environment where AI handles more and more of the transaction, genuine human presence becomes the differentiator. The tools that made experiences more human are showing their age. Persona building. Journey mapping. Design thinking. These were genuinely useful frameworks, and the industry built real capability around them. But Dave argues they're no longer sufficient. The question isn't how to design a better map — it's how to build what he's calling intelligent experiences: a new framework for the human interface that fits the current environment. He's writing about it now.   Referenced Memorial Sloan Kettering — patient experience design as a model for the category Geisinger Health System — outcome-based pricing for knee replacement procedures Wachovia Bank — early scripted greeting protocols as a case study in what hospitality looked like before it became a liability Have a question for Joe, Dave, or Aransas? Reply to any episode email on Substack — it goes straight to them. The Experience Strategy Podcast is hosted by Dave Norton and Aransas Savas. Subscribe at theexperiencestrategist.substack.com.

The party's brutal struggle against the Blightwood's corrupted guardians reaches its climax as teamwork, determination, and overwhelming force are pushed to their limits. bit.ly/4mFi3cy Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

The party returns to familiar ground to make their final preparations, gathering allies, resources, and resolve as the fate of Wachovia hangs in the balance. A fragile accord between ancient enemies sets the stage for a journey into one of the most cursed places in the realm, where every step forward feels like crossing a point of no return.   bit.ly/4mFi3cy   Credit: Bloodstone Logo and Theme (Crimson Crown) by Tony Stephens

In this episode of Capital for Good we speak with Bob Steel, partner and vice chairman of Perella Weinberg Partners, whose career has spanned the pinnacles of business, government and nonprofit leadership. Following nearly three decades at Goldman Sachs, Steel held senior roles at the US Treasury, as Under Secretary for Domestic Finance under President George W. Bush, and in New York City government as Deputy Mayor for Economic Development under Mike Bloomberg; was CEO of Wachovia Corporation and Perella Weinberg; and along the way has served on numerous boards, corporate and civic, including at major universities like Duke, important ideas and policy organizations like the Aspen Institute, and several of New York City's anchor institutions. We begin with some of the formative individuals and institutions that would shape Steel's trajectory: his parents, who set an example of service to their North Carolina community; the attention of Dr. Joel Fleishman, a Duke Professor who challenged Steel to become a more engaged student; and the opportunity to join Goldman Sachs in 1976 when John Whitehead and John Weinberg took over the leadership of the firm. "I got on the bus at the right time," Steel says. Steel describes what it was like to work at Goldman Sachs in a period of extraordinary growth and globalization. Over close to three decades, he built several businesses across the US and Europe — "multiple careers in one institution" — and ultimately served as the firm's vice chairman and member of its management committee. "The moral of the story," he observes, "is that well-led firms that are growing create opportunities that are pretty special." In 2006, at the urging of fellow Goldman Sachs partner — and recently confirmed US Treasury Secretary Hank Paulson — Steel went to Treasury to serve as Under Secretary for Domestic Finance. Within a year, the country was in the throes of the financial crisis, and with the support of Paulson and Fed Chair Ben Bernanke, Steel and his colleagues labored to prevent the worst impacts of the crisis on the American people, and to begin to steer the economy to more stable ground. After Treasury, Steel returned to the private sector as CEO of Wachovia, where he led the bank's sale to Wells Fargo. Soon after Mike Bloomberg recruited him to serve as Deputy Mayor for Economic Development, where he would oversee the administration's five borough economic development strategy and job creation efforts across more than a dozen city agencies: tens of thousands of employees and billions of dollars in annual operating budgets. We discuss a number of the major initiatives that Steel and the Bloomberg team undertook, among them the creation of the Cornell Technion campus, today a center of applied science in the city and region. We also discuss Mayor Bloomberg's vision for long-term investments, and the latitude given to an exceptional and collegial cohort of talented commissioners. "It might be my best job ever, I learned so much," Steel says. Through these experiences, Steel has come to understand the distinct but complementary roles of the private, public, and nonprofit sectors, and their respective and mutually supportive "vectors of leverage." "You can't have successful business without government," he believes, "and you can't have good government without successful businesses. And then you add NGOs that provide exceptional seasoning and consciousness that is beneficial." Although no longer at city hall, Steel remains deeply involved in the life of the city, with board roles at Lincoln Center, Rockefeller University, the Hospital for Special Surgery, the Economic Club of New York, the Partnership for New York City, The Morgan Library, and the New York Climate Exchange. We touch on New York's recovery from the pandemic; why some of today's challenges, including affordability, are a function of the city's success (i.e., not enough housing for all the people who want to be in New York); the competition from smaller cities across the country as attractive places to live and work; and the opportunity and imperative to make long-term investments in the city's future: schools, infrastructure, arts, parks, among them.  We conclude where the conversation began: "I'm so appreciative of the organizations and people that helped me grow," Steel says. "If you did a balance of trade, I've gained so much more than I gave that I feel incredibly fortunate."   Mentioned in this episode: Cornell Tech  

The Mercantilist Restoration - https://anthonyfatseas.substack.com/p/the-mercantilist-restoration-howInterview recorded - 18th of May, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver. Michael is the founder of Momentum Structural Analysis and one of the most respected technical voices in the industry, with a methodology built not on price charts but on momentum structures that consistently identify major market turning points before they become obviou0:00 - Introduction1:21 - Market outlook7:08 - Geopolitical impact13:15 - Real assets to boom15:47 - Precious metals supercycle20:52 - Bonds22:26 - Silver and gold prices27:20 - Silver rise32:03 - Other commodities34:38 - China the winner?36:40 - One message to takeaway?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical research. He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

Stijn Schmitz welcomes Michael Oliver to the show. Michael Oliver is Momentum Structural Analysis MSA. Oliver argues that a major government bond crisis is quietly underway, driven by unsustainable debt levels in the US and other developed nations. He contends that the T-bond market is on the verge of breaking down to new price lows, an event largely ignored by mainstream financial media but one that could trigger a panic. This looming crisis, he believes, will force central banks into aggressive money printing to defend government bonds, which in turn will act as rocket fuel for gold and silver. Oliver explains that gold's long-term rise is not due to transient geopolitical uncertainty but rather the ongoing degradation of fiat currencies through relentless monetary expansion. He sees the stock market as bloated and in the process of forming a major top, similar to the dot-com and mortgage crisis peaks. When equities eventually falter, capital will flee into hard assets, propelling precious metals into a vertical, “wet bar of soap” phase where everyone scrambles to buy. Silver, which recently broke out of a 50-year price range, is poised for dramatic gains. Oliver projects a move to $300–$500 per ounce, representing hundreds of percent in returns, vastly outpacing gold. He also highlights precious metals miners as an especially attractive opportunity, noting their historically low valuations relative to gold and their potential to double rapidly once they break out on a relative performance basis. Beyond precious metals, Oliver sees a broader commodity supercycle emerging, with oil, grains, and base metals all in technical positions to advance significantly. He advises a long-term, non-leveraged approach to the commodity complex as an asset class shift unfolds. Overall, Oliver's momentum-based analysis points to an imminent, explosive revaluation of hard assets, urging investors to position themselves before the government bond crisis becomes front-page news. Timestamps: 00:00:00 – Introduction 00:00:41 – Gold and Fiat Money Dynamics 00:03:09 – Government Bond Crisis Warning 00:03:43 – T-Bond Technical Analysis 00:08:46 – Structural Bond Market Trends 00:20:02 – Gold Bull Market Cadence 00:32:37 – Silver Price Forecast 00:37:36 – Silver Outperformance Potential 00:41:16 – Precious Metals Miners Outlook 00:46:48 – Selecting Individual Miners 00:50:23 – Broader Commodity Opportunities 00:54:42 – Closing and Resources Guest Links: Website: http://www.olivermsa.com/ X: https://twitter.com/Oliver_MSA Amazon Book: https://tinyurl.com/y2roa7p5 Email: mailto:michaeloliver@olivermsa.com Email MSA above, and they will send you this week’s report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton’s International Commodity Division, headquartered in New York City’s Battery Park. He studied under David Johnston, head of Hutton’s Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank’s Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

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

In this episode of the Investing in Integrity podcast, Ross Overline, CEO and Co-founder of Scholars of Finance, welcomes Stephen Philipson, Vice Chair and Head of Wealth, Corporate, Commercial, and Institutional Banking at U.S. Bank, America's fifth-largest bank, to unpack how principled leadership shapes modern finance. Stephen shares how embracing calculated risk, most notably during the 2009 crisis, can accelerate long-term growth when paired with disciplined downside assessment. He explains U.S. Bank's interconnected approach to banking, where unified business lines strengthen client relationships and operational resilience. The conversation also explores why authenticity, transparency, and ethical clarity remain essential traits for leaders navigating rapid technological change. From AI's role in enhancing, not replacing, client service to impact finance opportunities, Stephen offers a blueprint for building durable institutions grounded in purpose and integrity.Meet Stephen PhilipsonStephen Philipson is a vice chair and head of Wealth, Corporate, Commercial and Institutional Banking (WCIB). He has been with the organization since 2009. WCIB comprises several businesses, including Asset Management and Institutional Services, Commercial Real Estate, Equipment Finance, Global Capital Markets, Global Corporate Trust, Global Fund Services, Institutional Client Group, U.S. Bancorp Impact Finance, and Wealth Management. Prior to becoming head of WCIB in 2024 and adding oversight of U.S. Bancorp Impact Finance to his responsibilities in 2025, Philipson led the Global Markets and Specialized Finance group within WCIB. Philipson has more than 20 years of financial services experience. His past roles include working at Morgan Stanley in Global Capital Markets and then Fixed Income Trading, and at Wachovia, where he was director of the Financial Institutions Syndicate. Philipson chairs the board of governors of Isidore Newman School and serves on the boards of directors of the Foundation for the Charlotte Jewish Community. He serves on the board of directors of the Securities Industry and Financial Markets Association (SIFMA). He earned a bachelor's degree with a double major in economics and East Asian studies from Washington and Lee UniversityEpisode Timeline• 00:00 Intro• 04:40 From New Orleans to Wall Street: Stephen's Early Finance Journey• 15:51 Joining US Bank During the 2009 Financial Crisis• 18:26 Building a $670B Balance Sheet: Growth Strategies Across Diverse Businesses• 22:24 Leading 16 Leaders: Management Committee Dynamics at US Bank• 25:53 Innovation Without Recklessness: Balancing Safety and Evolution• 28:21 AI as a Productivity Multiplier, Not a Job Eliminator• 34:21 Impact Finance: Profitability and Purpose Working Together• 37:08 Leadership Through Authenticity and Radical Transparency• 39:12 Creating Unified Culture Across Capital Markets, Trust, and Real Estate• 41:41 The Three Non-Negotiables for Next-Generation Finance Leaders• 44:08 Rapidfire Round

Discover how credit union strategies shape the future of cooperative banking in this compelling conversation between host Mark Ritter and Ancin Cooley, founder of Synergy Credit Union Consulting and CU Communities. From his early days as an OCC examiner to running a consulting practice focused on strategic planning and board development, Cooley shares candid insights on what separates thriving credit unions from those that simply grow to size. They tackle uncomfortable topics, including organic growth versus acquisition strategies, member business lending best practices, CUSO investments, succession planning, and maintaining the cooperative banking philosophy while managing enterprise risk management in today's complex financial institution leadership landscape.What You Will Learn in This Episode: ✅ How organic growth creates better operators compared to acquisition-driven expansion strategies, and why every hundred million dollars in asset growth teaches painful but valuable lessons that can't be learned through purchases alone.✅ The critical importance of sophisticated board development and enterprise risk management frameworks to protect member capital, especially when dealing with CUSO investments and preventing the extraction of capital outside the charter.✅ Best practices for member business lending programs, including how to align your strategy with funding goals, determine appropriate risk appetite, and implement proper credit administration to balance growth with sound credit union strategy.✅ Why succession planning and cross-functional education matter more than specialization, and how understanding multiple areas from compliance to interest rate risk creates stronger financial institution leadership capable of seeing the bigger picture.Subscribe to Credit Union Conversations for the latest credit union trends and insights on loan volume and business lending! Connect with MBFS to boost your credit union's growth today.TIMESTAMPS: 00:00 Intro: Meet Ancin Cooley03:53 Cooley's journey from Wachovia teller to OCC examiner and witnessing organic growth challenges during the banking crisis08:10 The strategic error of specialization and the importance of cross-functional financial institution leadership education11:52 What makes credit unions successful across the spectrum from small community institutions to mega growth models15:49 How board development and accountability gaps allow risky behavior in acquisition-driven credit union strategy approaches20:23 Venture capital threats and extracting member capital through questionable CUSO investments and cooperative banking concerns27:04 Priority topics for 2026, including succession planning, technology adoption, and community-focused brand-building strategies30:50 Member business lending best practices, balancing risk appetite with proper credit administration and relationship focus34:22 Introduction to CU Communities online learning platform and Synergy Consulting's strategic planning approach for 2026KEY TAKEAWAYS:

Interview recorded - 6th of January, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver. Michael is the founder of Momentum Structural Analysis.During our conversation we spoke about Michael's market overview, whether silver can continue to go higher, miners, the debasement trade, undervalued assets and more. I hope you enjoy!0:00 - Introduction1:37 - Overview of markets11:28 - Can silver get bigger?16:33 - Miners21:18 - Equities outlook27:08 - Debasement trade28:23 - Undervalued assets?33:51 - AI bubble38:53 - One message to takeawayJ. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical research. He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

Today's guests are a father-son duo who have been on a fascinating journey of growing up with the family business, exiting that chapter, and deciding to start a new one. Tad Edwards was part of a multi-generational family business in the financial services industry, A.G. Edwards, that was ultimately acquired by Wachovia and then Wells Fargo. Tad took the pen on the next chapter of the family legacy by starting the firm Benjamin F. Edwards, and is now joined in the business by his son, Ben. On today's episode, New Growth from Deep Roots with Tad and Ben Edwards of Benjamin F. Edwards. Special Guests: Benjamin (Ben) F. Edwards V and Tad Edwards.

Stijn Schmitz welcomes Michael Oliver to the show. Michael Oliver is Momentum Structural Analysis MSA. In this detailed discussion, Oliver provides a comprehensive analysis of the current precious metals market, highlighting significant technical breakouts and potential future movements. Oliver emphasizes a critical technical shift occurring in the gold market, particularly in its performance relative to the S&P 500. He notes that gold has broken out of a long-standing trading range, signaling the beginning of a potentially multi-year bull market. This breakout suggests that gold is poised to outperform the stock market, with potential gains far beyond current expectations. The conversation takes an especially bullish turn when discussing silver. Oliver predicts an extraordinary surge in silver prices, potentially reaching $200 by the second quarter. He bases this projection on historical precedents of commodities breaking out of long-term trading ranges, such as copper and lead, which experienced rapid price appreciation after decades of stagnation. Oliver also highlights the potential for gold and silver mining stocks, arguing that they are currently undervalued and positioned for significant growth. He suggests that miners could potentially double in relative value to gold while simultaneously benefiting from rising precious metals prices. The broader commodity complex is another area of interest for Oliver. He sees a potential asset class shift favoring commodities over traditional paper markets, recommending investors consider commodity-related stocks in sectors like agriculture, oil, and base metals. 00:00:00 – Introduction00:01:05 – Gold’s Bull Market Outlook00:01:41 – Gold vs S&P Spread Breakout00:04:43 – Spread Charts Predictive Power00:08:37 – Silver’s Leadership in Bull Market00:09:55 – Silver vs Gold Ratio Breakout00:13:40 – Silver Historical Projections00:17:00 – Comparisons to Copper and Lead00:23:45 – Miners vs Gold Spread Analysis00:28:30 – Miners vs S&P Performance Shift00:31:10 – Other Commodities Investment Opportunities00:33:40 – Momentum Structural Analysis Overview00:34:45 – Concluding Thoughts Guest Links: Website: http://www.olivermsa.com/ X: https://twitter.com/Oliver_MSA Amazon Book: https://tinyurl.com/y2roa7p5 Email: mailto:michaeloliver@olivermsa.com Email MSA above, and they will send you this week’s report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton’s International Commodity Division, headquartered in New York City’s Battery Park. He studied under David Johnston, head of Hutton’s Commodity Division and Chairman of the COMEX. n the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank’s Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

Hey there, Capitalist Culture listeners!I'm thrilled to share some incredible insights from my recent conversation with Stan Gregor, the CEO of Summit Financial. With nearly 38 years in wealth management, Stan's journey is nothing short of inspiring. Here are some key takeaways from our chat that you won't want to miss:Key Lessons and Ideas:  • Unexpected Beginnings: Stan's career in finance started unexpectedly, pivoting from law school to Wall Street. His parents were skeptical, but he embraced the challenge and thrived.  • Leadership Evolution: Stan candidly admits he was a “crappy leader” at first. Over time, he learned the importance of collaboration and integrity, thanks to mentors like Don Froude.  • Navigating Crises: Leading through the 2008 financial crisis at Wachovia was one of Stan's toughest challenges. His commitment to open communication and leading by example helped his team navigate the turmoil.  • Transformative Leadership: At Quicken & Riley, Stan shifted the firm from a transactional model to a full-service advisory business, emphasizing client relationships over short-term gains.  • Summit Financial's Unique Culture: Stan was drawn to Summit for its collaborative, selfless culture and integrated services. The firm's advisor retention and commitment to long-term success stood out to him.  • Explosive Growth: Since 2020, Summit has grown from $3 billion to $25 billion in assets under management, driven by organic growth and a client-centric philosophy.  • Team Approach: Stan encourages the next generation of advisors to embrace a team model, bringing together experts in different areas to provide comprehensive client service.  • Listening and Humility: Stan emphasizes the importance of listening and being humble enough to admit when you're wrong. This approach has been crucial to his professional and personal growth.  • Redefining Success: For Stan, success is about collective achievement. It's not just about winning alone but winning together as a team and a family.Curiosities:  • Personal Connections: Summit's culture fosters deep personal connections among employees, with many attending family events and even serving as godparents to each other's children.  • Generational Shifts: Stan sees significant opportunities for younger advisors to grow through mergers and acquisitions, leveraging the experience of retiring advisors.  • Unique Business Structure: Summit's model allows advisors to remain independent business owners while benefiting from the resources of a larger organization.Stan's journey and insights are a testament to the power of integrity, collaboration, and long-term thinking in building a successful career and business. I hope these highlights spark your curiosity and inspire you to listen to the full episode.Thank you for being part of the Capitalist Culture community. Stay tuned for more insightful conversations!P.S. Don't forget to check out the full episode with Stan Gregor for more in-depth stories and valuable lessons!Send us a textConnect with Kip on LinkedInhttps://www.linkedin.com/in/kipknippel/Watch Bite-Sized Clips on YouTubehttps://www.youtube.com/@capitalistculture/shorts

GIVEAWAY - send us a message and let us know your favorite thing about the Square Pizza Pod. We are giving away SchermCo swag to the first three people that send us a note!In this episode of the Square Pizza Podcast, host Greg Schermbeck sits down with Rod Banks, long-time community development and philanthropy leader, for a candid conversation on leadership, career growth, and the evolving landscape of corporate social responsibility (CSR). Rod reflects on his journey from economic development in Spartanburg to nearly two decades with Wachovia and Wells Fargo, where he has shaped philanthropic investments across housing, small business growth, and financial health. Along the way, he discusses how his calm leadership style—something inherited from his father—has influenced both his personal and professional life, and why open dialogue with nonprofits is critical for long-term community impact. In this episode, you'll hear: Rod's reflections on family influences, staying grounded, and even his passionate side as a Steelers fanThe scale of investments in Charlotte and western North Carolina, with a focus on housing, small businesses, and financial mobilityLessons from partnering with both established organizations like Gardhouse & Freedom Fighting MissionariesWhy nonprofit leaders should lean into authenticity and open conversations with funders—even when it means discussing vulnerabilitiesInsights on the growing conversation around nonprofit mergers and acquisitions, and why sustainability must be central to strategic planningHis hope for Charlotte's CSR ecosystem: continued collaboration among funders to meet community needs with both rigor and trustThis episode is for nonprofit leaders, funders, and anyone invested in community change. Rod's steady leadership, deep experience, and practical wisdom offer a grounded perspective on how philanthropy can adapt and thrive in uncertain times.Support the show

On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver. Michael is the founder of Momentum Structural Analysis.During our conversation Michael spoke about the economic weakness he is seeing in the markets, why he thinks there could be a crash, whether he has been surprised the FED hasn't cut, monumental crash and more. I hope you enjoy!0:00 - Introduction 1:40 - Overview on markets6:46 - Economic weakness10:17 - Surprised FED haven't cut?14:24 - Bond market19:52 - Global markets25:02 - Monumental crash27:15 - Liquidity28:30 - One message to take awayJ. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical research. He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseasThumbnail Image from - https://www.marketwatch.com/story/stock-investors-are-still-in-danger-but-history-says-bear-markets-are-relatively-brief-11655419223

Welcome to Chatter with BNC, Business North Carolina's weekly podcast, serving up interviews with some of the Tar Heel State's most interesting people. Today's episode features BJ Losch. Losch was promoted to president of Live Oak Bancshares and Live Oak Bank in August 2023, after joining as CFO in 2021. He previously spent 12 years at First Horizon Corporation as senior executive vice president and CFO, and held senior roles at First Union and Wachovia. Losch holds a Bachelor of Science in Business Administration from University of Richmond and an MBA from Virginia Commonwealth University.

WHAT A NIGHT!!! In this episode, Vinny and I are literally in the car at Wachovia center in Philly right after the Tyler The Creator CHROMAKOPIA concert. Adrenaline was high and we gave an immediate review while driving back from Philly. Everything was still fresh in our minds so we had a lot to go over. Quick 45 minutes you can literally hear us in the car and me driving without my seatbelt on. Enjoy.

This CEO Built a $7B Money Management Firm By Building Relationships with Ultra High Net Worth Investors $50M And AboveGuestJack Ginter, Chief Executive Officer, Partner Callan Family Office (AUM: $7B)Website:https://callanfamilyoffice.com/Bio:Having extensive experience that extends across ultra-high-net-worth wealth management and corporate banking, Jack Ginter is responsible for the firm's overall growth and management, with a focus on optimizing the client experience and delivering exceptional client service. He takes a leading role in fostering strategic relationships, business development, and team building. At Callan Family Office, Jack builds on his three-decade career of creating and building complex businesses.Prior to Callan Family Office, Jack served as president at Abbot Downing, Wells Fargo's ultra-high-net-worth business, where he oversaw the merger of legacy family office businesses, which ultimately accounted for more than $50 billion in assets under management. He also served as interim head of The Private Bank at Wells Fargo in 2021.In 2008, Jack joined Calibre, Wachovia's ultra-high-net-worth management business and a predecessor bank of Wells Fargo, where he served as the regional managing director in Philadelphia. Earlier in his career, he worked as the city executive for U.S. Trust in Philadelphia.Jack graduated from Saint Joseph's University in Philadelphia with a bachelor's degree in finance. He serves as vice chair of the board of directors for the Zoological Society of Philadelphia and was previously an executive advisor to the Wells Fargo Women's Team Member Network.

Interview recorded - 13th of March 2025On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver. Michael is the founder of Momentum Structural Analysis.During our conversation we spoke about the current risk of a recession, what this means for markets, why there could be a long bear market, gold, the commodity super cycle and more. I hope you enjoy!0:00 - Introduction1:17 - Thoughts on markets?6:13 - How do you define a market?10:51 - Surprised about market strength?20:51 - Dollar to come down22:11 - Recession24:41 - Gold32:26 - Commodity super cycle?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park.  He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis.  He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash.  It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust  Department asked Mike to provide soft dollar research to Wachovia.  Within a year, Mike shifted from brokerage to full-time technical research.  He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

In this podcast episode of Palisades Gold Radio, your host Tom Bodrovics welcomes back Michael Oliver from Momentum Structural Analysis. A length discussion on the outlook for silver and gold, stock market trends, and broader economic factors ensues. Oliver explains his $250 target for silver as realistic, noting historical precedents where silver outperformed gold during bull markets. He highlights the spread between silver and gold, emphasizing that silver could reach 2% of gold's price, a significant move from its current level of around 1.13%. This would translate to a substantial increase in silver prices if gold rises significantly. Oliver believes gold will lead the way up but notes silver and gold miners may outperform due to their lower valuations relative to gold. He shows charts indicating gold's strength against the S&P 500, with gold currently at about 45% of the index compared to a peak of 60%. Gold's momentum remains strong despite minor pullbacks. Oliver warns that the stock market bubble is set to burst. He expects asset managers to shift funds into gold and related assets as the market weakens. The gold miners index (XAU) is undervalued compared to gold, suggesting significant potential gains once investors begin to reallocate capital. Oliver discusses the dollar's potential decline, noting a critical momentum level that could signal a broader downtrend. A weaker dollar would likely boost commodities and gold, though he cautions against tying this directly to political factors like Trump's policies. Reflecting on his book on anarcho-capitalism, Oliver suggests a shift away from statism toward market-driven solutions. He speculates that events like the stock market crash could catalyze significant policy changes, including tax reforms or central bank abolition. Time Stamp References:0:00 - Introduction0:34 - Silver & Targets6:25 - Flight To Gold vs S&P9:33 - Gold Weekly Momentum12:17 - Equities & Bubbles16:18 - The Decline Grind?18:18 - XAU & Miners24:06 - Equity Selloff & Metals27:16 - Dollar Effects & Momentum33:30 - WTI Crude & Economic Reality38:25 - Cuts & Changes in Nations44:40 - Pain Points as Catalysts?48:18 - Large Long-Term Trends51:10 - DOGE & Ayn Rand54:06 - Wrap Up Guest Links:Website: http://www.olivermsa.com/Twitter: https://twitter.com/Oliver_MSAAmazon Book: https://tinyurl.com/y2roa7p5Free Report email: michaeloliver@olivermsa.com Email MSA above, and they will send you this week's report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

In this episode of Full Disclosure, hosts Tyler Traudt and Nina Enholm sit down with Mark Vitner, Chief Economist at Piedmont Crescent Capital, for an in-depth economic update. Mark unpacks key trends shaping the U.S. economy, analyzing the impact of tariffs, Federal Reserve policy, and shifting supply chains on growth and inflation. With years of experience forecasting economic conditions, Mark provides valuable insights into the current slowdown, explaining how uncertainty in trade policy and capital investment decisions is influencing business strategy. He breaks down the real effects of tariffs on consumer prices and how the Federal Reserve is managing inflation while avoiding recession. During the episode, you'll gain a deeper understanding of how economic conditions are evolving and what to watch for in the coming months, from potential rate cuts to shifts in housing and manufacturing. If you're looking for an analysis of where the economy is headed, this is an episode you won't want to miss. Featured Guest:  Mark Vitner is the Chief Economist at Piedmont Crescent Capital, where he provides strategic economic insights and forecasting for clients across industries. With over 30 years of experience in economic analysis, Mark specializes in assessing U.S. and regional economic conditions, financial markets, and geopolitics, with a focus on their impact on consumers, local economies, housing, and commercial real estate. Before founding Piedmont Crescent Capital, Mark spent nearly three decades at Wells Fargo as a Managing Director and Senior Economist, where he led macroeconomic research and regularly briefed corporate leaders, investors, and policymakers. His expertise also extends to roles at Wachovia, First Union National Bank, and Barnett Bank, where he developed strategic economic outlooks and provided critical analysis for financial institutions. Mark is a recognized thought leader in economic forecasting and has been a frequent speaker at industry conferences, corporate events, and policy discussions. He has also contributed to numerous publications on inflation, monetary policy, and economic development.  Top Takeaways from Episode 03: Tariffs & Trade Policy Impact – Tariffs can distort supply chains and increase costs, but their inflationary impact is often overstated. The long-term effects depend on whether they're used for revenue generation, trade leverage, or reshoring efforts. The Federal Reserve's Balancing Act – The Fed faces the difficult task of cutting rates to sustain growth while avoiding a resurgence of inflation. Mark predicts three rate cuts in 2025 but sees potential rate hikes resuming in 2026. Federal Debt & Fiscal Concerns – Interest payments on national debt have surpassed defense spending, raising long-term concerns. Future policy shifts may focus on entitlement reform, tax policy adjustments, and government efficiency to curb deficits.

Interview recorded - 14th of October, 2024This interview was from a WTFinance podcast with Michael Oliver. Michael is a regular guest who is the founder of Momentum Structural Analysis.During our conversation we spoke about how the US is currently the largest market, why the FED won't be able to save it, precious metals and gold, whether silver will outperform this time, a debt crisis and more. I hope you enjoy!0:00 - Introduction0:16 - Hell in markets still on the cards in 2024?4:20 - FED saved the day?6:40 - Silver to outperform?8:35 - Extended bond bear market?11:50 - Flash crashes incoming?15:30 - Trends keep increasing18:20 - What is happening in China?20:25 - Debt crisis?25:16 - Commodity super cycle?27:00 - Where does gold and commodities go?31:10 - Miners to perform?34:35 - One message to takeaway from conversation?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park.  He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis.  He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash.  It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust  Department asked Mike to provide soft dollar research to Wachovia.  Within a year, Mike shifted from brokerage to full-time technical research.  He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

Melody Jones, Co-Founder of Vantage Point MBA Admissions Consulting, has been helping applicants get into top 10 MBA programs for over a decade. How does Vantage Point help applicants triple their chances compared to other applicants? Melody shares key learnings, examples and questions you can use right away to craft a compelling application. Topics Introduction (0:00) Melody's MBA Story, Career & Co-Founding of Vantage Point (2:45) Vantage Point's Philosophy for Serving Applicants (11:00) Vantage Point's 3x Success Factors (13:00) Factor 1: Who Are You? (17:00) Factors 2 & 3: What Do You Want? Why? (23:00) Rejected Application Analyses for Columbia, MIT, Harvard, Stanford (34:00) What if you have the same career goals as everyone else? (41:00) Melody's Last Two Tips for Applicants (43:00) About Our Guest Melody Jones is Co-Founder of Vantage Point MBA Admissions Consulting. Previously, Melody worked as a Marketing Manager for L'Oreal in New York City and prior to her MBA, Melody worked in finance at Wachovia and Wells Fargo. Melody got her MBA from the Columbia Business School and her Bachelors in Marketing & International Business from the University of Virginia. Show Notes Vantage Point MBA Admissions Consulting #221 Excellent Advice for Living (and MBA Applications!) MBA Application Resources Get free school selection help at Touch MBA: https://touchmba.com Learn effective strategies to secure admission to top-ranked MBA programs with Touch MBA's Admissions Edge Course. Gain insights from successful resumes, essays, and case studies of admitted MBAs. Save thousands on consulting fees while optimizing every aspect of your application: https://go.touchmba.com/edge  Our favorite MBA application tools (after advising 4,000 applicants): https://touchmba.com/favorite-mba-application-tools/ 

Interview recorded - 13th of November, 2023On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver - Founder of Momentum Structural Analysis.During our conversation we spoke about Michael's thoughts about the markets, why there is continued stress, what is happening with bonds, what assets will perform and more!0:00 - Introduction0:49 - What is Michael currently seeing in markets?8:42 - Largest companies holding up indexes. Will they remain stable?17:01 - Has cutting rate/QE been good for equities?19:02 - What happens when bond prices decrease?24:07 - What will happen with bonds?28:53 - One message to takeaway from our conversation?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park.  He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis.  He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash.  It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust  Department asked Mike to provide soft dollar research to Wachovia.  Within a year, Mike shifted from brokerage to full-time technical research.  He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

On episode 115, we had the pleasure to welcome back Michael Oliver. We dive into the global dynamics and how momentum is shifting in markets. We touch on subjects of politics, culture and economic trends/dynamics that are producing a shift in momentum. These shifts are important to understand where opportunities lay whether you are an investor or a trader. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992 the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical research. He is also the author of The New Libertarianism: Anarcho-Capitalism, a marriage of the concepts of Ayn Rand and Murray Rothbard, written in 1972 and published in Website: https://www.olivermsa.com/ Sign up to our Monthly Macro Newsletter - @ https://newgenmindset.substack.com/ Socials: Nic Tartaglia - @nictartaglia Dan Kozel - @dan_kozel93 www.newgenmindset.com --- Send in a voice message: https://podcasters.spotify.com/pod/show/newgenmindset/message

On this episode of The Rate Guy, JP shares an experience from his first day on the Wachovia trading floor, highlighting the stress of betting $5 when you have $2 in your pocket. We discuss the impact of large Treasury issuances and the Fed's balance sheet reduction, the Treasury's new buyback program, and the effects of the Term Funding Program's conclusion on bank liquidity and Treasury investments. Then we look ahead to fewer data points this week, but numerous Fed speeches that may impact rates.  To read more or to see graphs check out the Pensford Newsletter :  https://www.pensford.com/industry-news/houston-we-have-a-liquidity-problem

Tom welcomes Michael Oliver back from Momentum Structural Analysis to discuss the economy's past year and its potential future direction. Michael highlights that although a significant number of "soft jobs" were created, the overall growth remained relatively flat and not as robust as portrayed in the mainstream media. When analyzing the real estate market, including REITs, Michael finds that they are also facing challenges. Looking at his momentum charts, he observes clear signs of declining momentum in the S&P500, which could lead to a substantial correction. Contrary to popular belief, Michael argues that rate cuts are not bullish for the stock market, as they signal underlying concerns to investors. If the S&P500 drops below the 4500 level, further downside may be expected. In Michael's view, the Fed will likely cut rates before June to regain control over the rapidly fluctuating T-Bill markets, considering they have limited influence on the long-end of the market. Michael also discusses the relationship between gold and silver. While gold often lags behind, it can experience rapid increases in value, which silver tends to follow. Currently, silver is underperforming in comparison to gold, but Michael believes it may enter a new trading range and eventually outperform gold based on historical behavior. In addition to economic factors, Michael emphasizes that the market is not adequately pricing in the uncertainties surrounding the 2024 election. A tumultuous period with little compromise from either side is expected, potentially leading to increased political polarization and a higher likelihood of violence from both ends. Michael even suggests that the possibility of states seceding is on the rise. With these factors in mind, he anticipates that a significant event will likely occur before the elections. Time Stamp References:0:00 - Introduction0:32 - The Past Year & Metrics3:59 - Consumer Spending (XLY)6:48 - Real Estate & GDP/ISM Data8:43 - Fed, S&P500, & Investors14:58 - Bear Markets & Crashing?19:08 - T-Bonds & TLT Charts28:03 - Gold & Silver 2020-202433:43 - Silver Vs. Gold Spreads49:28 - Politics & Market Trends58:23 - Wrap Up Talking Points From This Episode The S&P500 is showing signs of declining momentum, which may lead to a significant market correction. Silver is currently underperforming compared to gold, but historical behavior suggests it may outperform in the future. The uncertainties surrounding the 2024 election are not adequately priced into the market. Guest Links:Website: http://www.olivermsa.com/Twitter: https://twitter.com/Oliver_MSAAmazon Book: https://tinyurl.com/y2roa7p5Free Report email: michaeloliver@olivermsa.com Email MSA above, and they will send you this week's report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

Today's guest is Linda Ridley. Linda has a background in corporate and investment banking with Wachovia and has served as the CEO of Edgar J. Ridley and Associates since 2009. She's also an academic, a faculty lecturer and professor at Hostos Community College and Graduate School in New York City. She trains managers worldwide to examine their behaviors by emphasizing the negative impact of symbols and symbolic behavior. If you'd like to follow William & Mary's School of Business or learn more about the Diversity and Inclusion podcast and our programs, please visit us at www.mason.wm.edu.

Welcome to Chatter with BNC, Business North Carolina's weekly podcast, serving up interviews with some of the Tar Heel State's most interesting people. Today's episode features an interview with Dee O'Dell, executive vice president and head of business banking for US Bank in Charlotte. The former Wachovia executive joined US Bank in 2009 when it had 100 employees in North Carolina. It now employs more than 1,200 in the state, reflecting strong growth in various corporate banking ventures. O'Dell discusses US Bank's key growth initiatives and his outlook for small businesses given higher interest rates. O'Dell, who is chair of the United Way of the Central Carolinas, also describes efforts to address homelessness in Charlotte.

Interview recorded - 13th of November, 2023On this episode of the WTFinance podcast I had the pleasure of welcoming back Michael Oliver - Founder of Momentum Structural Analysis.During our conversation we spoke about Michael's thoughts about the markets, why there is continued stress, what is happening with bonds, what assets will perform and more!0:00 - Introduction0:49 - What is Michael currently seeing in markets?8:42 - Largest companies holding up indexes. Will they remain stable?17:01 - Has cutting rate/QE been good for equities?19:02 - What happens when bond prices decrease?24:07 - What will happen with bonds?28:53 - One message to takeaway from our conversation?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park.  He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis.  He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash.  It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust  Department asked Mike to provide soft dollar research to Wachovia.  Within a year, Mike shifted from brokerage to full-time technical research.  He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4LinkedIn - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseas

On September 15, 2008, Lehman Brothers, a giant investment bank with a storied history, filed for bankruptcy. The shock was profound; world markets melted down.   Over the next few days, one financial behemoth after another, including American International Group (AIG), Washington Mutual, and Wachovia collapsed. The crown jewels of Wall Street – Morgan Stanley and Goldman Sachs – slid toward the abyss. The Federal Reserve, the Treasury, and other regulators were forced to step in, sometimes in conjunction with famous private investors, to rescue the system. The government in effect nationalized AIG and, after two cliffhanging votes in Congress, it directly injected capital into leading private banks.  Ever since then, debates have raged about why the authorities – the Fed and the Treasury -- allowed Lehman to go broke, after earlier helping to salvage a series of other institutions.  In this Podcast, INET President Robert Johnson and INET Research Director Thomas Ferguson review those dramatic events. They also draw disquieting parallels between the Lehman debacle and more recent episodes of financial deregulation, including recent controversies over crypto and private equity.  

Trust is fundamental in building a referral-based business.. We need to have trust within our sphere and community in order to get successful referrals. As Christians, we need to be intentional with building relationships and earning trust from those around us.How do we build and maintain relationships with people in business with us, and how do we show them that we care? How can we show them that they can trust us?In this episode, real estate professional, author, and serial entrepreneur Rob Commodari joins us to talk about relationship building, referrals, finding the perfect balance between competency and character as well as how to recognize when you're not being your authentic self. 3 Things You'll LearnWhat should we strive for? As believers, we should strive to be more like Christ. It may turn people away from us, but it can also lead people to us. Authenticity is key. Why is being authentic so important when it comes to building a business based on referrals?The value of making contact. Contact shows you care. Care comes from the consistency of staying in touch. How can we show we care about those in our community?Guest Bio & Links -Rob grew up in a family of two parents and seven siblings living in a two-bedroom, one-bath 745 square foot house in Northeast Baltimore City. A serial entrepreneur, Rob has been involved in several businesses. He had his own newspaper business from 1994 until 2004.  He flipped a few houses over the years and has spoken in front of several organizations, including Wells Fargo, Sherwin-Williams, Wachovia, M&T Bank, BB&T Bank, The Baltimore Sun, and others. In Rob's first book, Better Than You Think, he shares his experiences and insights on awareness and how he has grown into the person he is today, and the person he wishes to become, which is an ever-changing goal. His goal is to inspire and impact everyone he meets to fulfill their God-given potential.Rob currently owns a real estate team at eXp Realty in Baltimore County, Maryland. He has sold more than 1,700 homes and continues to build his team, leading the way by instructing agents not only on the ins and outs of the business of real estate, but on how to be their best selves. Find Rob on LinkedIn @Rob CommodariVisit https://www.robcommodariauthor.com/ Special thanks to our sponsor - Rachel Inman of the Mortgage Mommas. Learn more about her here - https://linktr.ee/mortgagemommas A HUGE thanks to our Patreon supporters as well. Click here to learn how you can support too! patreon.com/TheFaithfulAgentPodcast

Tom welcomes Michael Oliver back from Momentum Structural Analysis, explaining how they use momentum trends to look at the long-term picture of market sectors. Momentum can show something breaking before the price trend appears. He believes the Nasdaq is in a counter-trend rally which could work for a few months, but much of its performance is limited to a few over-weighted stocks. It wouldn't take much to initiate a new decline. Michael discusses a point and figure chart designed to take out erratic price action with gold. He expects there to be a point where moves in gold and silver are so dynamic that big swings won't matter. He then talks about the dollar and their past predictions based on momentum. In recent months the dollar has been moving sideways for several months and he expects a mini collapse when it reaches the 101 level. He argues that the world doesn't need a "global reserve currency" in this modern age with communications and near instant computer systems. Michael believes commodities, including oil and agriculture, are now largely undervalued again. He notes that energy may be lagging in the coming commodity move and uranium has been in a pause and hasn't experienced a pullback, which may be indicative of the world in a new transition to that energy source. He adds that miners are often weak before the real breakout and, once reality sets in, they snap to the upside and outperform gold in relative performance. Finally, Michael warns of the uncertainty with the coming elections, which doesn't appear to be priced into today's markets. He outlines a scenario that could play out if Trump were to start his own political party, noting that something is going to change fundamentally this election cycle in the United States. Time Stamp References:0:00 - Introduction0:38 - Market Breathing4:33 - Nasdaq Health8:03 - Gold PF Chart12:38 - Gold & Moving Averages16:45 - Trends & Silver19:10 - Dollar Performance28:00 - Oil & Petrodollar33:02 - Uranium Outlook34:37 - Flash Crashes40:42 - Miners Vs. Metals45:23 - Election Uncertainty50:52 - Wrap Up Talking Points From This Episode MSA looks at long-term market trends and can show something breaking before the price trend appears.Commodities, including oil and agriculture, are now largely undervalued again.Uncertainty with the coming elections is not priced into today's markets. Guest Links:Website: http://www.olivermsa.com/Twitter: https://twitter.com/Oliver_MSAAmazon Book: https://tinyurl.com/y2roa7p5Free Report email: michaeloliver@olivermsa.com Email MSA above, and they will send you this week's report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

Interview recorded - 8th of May, 2023On todays episode of the WTFinance podcast I had the pleasure of speaking with Michael Oliver, Founder of Momentum Structural Analysis.0:00 - Introduction0:42 - Major macro trends Michael is currently watching?7:42 - Why is the current market not normal?15:00 - How will you know when the crash is occurring?24:25 - Real Estate or other real assets to perform?26:45 - What would it take for Michael to be bullish?30:25 - One message to takeaway from our conversation?J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park.  He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX.In the 1980s Mike began to develop his own momentum-based method of technical analysis.  He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth.In 1987 Mike technically anticipated and caught the Crash.  It was then that he decided to develop his structural momentum tools into a full analytic methodology.In 1992 the Financial VP and head of Wachovia Bank's Trust  Department asked Mike to provide soft dollar research to Wachovia.  Within a year, Mike shifted from brokerage to full-time technical research.  He is also the author of The New Libertarianism: Anarcho-Capitalism.Michael Oliver - Website - https://www.olivermsa.com/Twitter - https://twitter.com/Oliver_MSAWTFinance -Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes -https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Linkedin - https://www.linkedin.com/in/anthony-fatseas-761066103/Twitter - https://twitter.com/AnthonyFatseasThumbnail Image From -

Carmen Canales  00:03Hello, I'm Carmen Canales, Senior Vice President and Chief People and Belonging Officer at Novant Health. Welcome to Talent Talk, a podcast that focuses on leadership strategies for engagement, development, and retention for the modern workforce. In each episode of Talent Talk, I'll interview a different leader about their transformational practices in leading, engaging and retaining teams and supportive our patients and communities. These conversations will leave you with a few key takeaways and actions you can put into place on your own teams. Our guest today is Onyeka Nchege, Senior Vice President and Chief Information Officer at Novant Health. Onyeka has more than 25 years of experience in leading teams developing strategies and building digital technology solutions. Prior to joining Novant Health, Onyeka held leadership positions in multiple industries, including in the automotive aftermarket replacement batteries, financial services, and consumer packaged goods. Onyeka, thank you for joining us today as we focus on transformational leadership. Onyeka Nchege  01:11Thank you for having me. Carmen Canales  01:13Onyeka, take a moment to tell us a little bit about your background, and about yourself and your role at Novant Health. Onyeka Nchege  01:20All right. So, you know, Carmen, I appreciate I appreciate you either, sharing all that about my background. And, and so when I'm asked to tell us a little bit about yourself, I'll be totally honest with you all that sounds great. But I always go into, look, I'm a husband, I'm a father, I'm a son, I'm an uncle, you know, I'm a brother. And that's, that's who I am. At the core of it all, it's about family for me. And that's who you get. I'm a friend, right? And those are all the those are all the things that truly define kind of who I am and and what I want to be known for. You know, it's, it's great that, you know, God, God's been good to me over the years, and I've had an opportunity to be a CIO at, you know, a number of major brands within, within the US and all that's great. But, you know, when it comes down to it, husband, father, son, uncle, brother, friend, those are the things that matter to me. Carmen Canales  02:26Onyeka, I love you distinguishing who I am versus what I do. That does not surprise me one bit about you. Onyeka Nchege  02:33Yeah. So, and then, and then, you know, at Novant Health, you know, my, my role is just accountability to the DPS team members. It's the accountability to the organization, Novant Health organization, to patient care to all the communities that we serve. It's, it's that role that is all about, you know, how do we leverage technology? How do we leverage innovation? And how do we optimize the things that we currently have today, that allow us to provide that patient care that patient experience that remarkable, right? So that's, that's, that's what the role is all about. Carmen Canales  03:13Well, Onyeka, so as you focus on that, tell our listeners about your leadership style, and what's your approach to leadership in general? Onyeka Nchege  03:20Yeah, that's a great question, Carmen. You know, from a leadership style, it's, I'd say it's collaborative. That's probably the the word that I would use, you know, what is my leadership style, it's it's a collaborative leadership style, it is a leadership style, that is a that is a purpose driven leadership style that that truly as a, you know, I believe in the lead from the back. And folks always go, what is that lead from the back? And it's, it's the opportunity to allow my team members allow my, my direct reports and all that report into my organization to take a leadership role themselves, right? I'm a firm believer that you know, you don't start leading the day that you're handed an opportunity. You start leading well before you're handed an opportunity. And the only way to really get there is if you have an opportunity to do some of that, to walk a mile if you will, in someone's shoes, in a leader shoes. And so I have an opportunity to push my team members forward and allow them to lead and so that that is the leadership style that I ascribe to. And that's how I, that's how I try to show up every day. Is that collaborative, inclusive leadership style that brings everybody along at the same time. Carmen Canales  04:30Onyeka, I hear in your conversation, not just a commitment to leadership, but also in mentorship and in developing leaders. So, tell us what sparked your interest in that. How did you discover that you were good at that? And how did you discover your interest in that? Onyeka Nchege  04:44Yeah, so you know, my, my, wow, that goes back that you're taking me back, Carmen (old school!). That goes that goes way back. So, I remember. It's, I'll tell you this story, right. And I and I've recounted the story. I've told the story several times over the years, when I first started working, I worked for an organization called Wachovia. So I graduated college, I went to join the Wachovia operational services on their management training program, you know, you six months intensive, all the all the stuff take you through the rounds at the bank, and you show and then you graduate, and then you get assigned to anyway, I got assigned to this group and I graduated, I went to Georgia State in Atlanta, graduated, started with Wachovia In Atlanta, finished the six-month intensive program and got and got sent to Winston-Salem to work as part of the eCommerce organization. And when I was there, I remember one day, this is some data and myself, I was way back when I first came out, right? And there was, there was this email that came to me, and it was it was a joke, right? So, it's, you know, I don't know if you remember that, like people would always send these emails with all these jokes. And, and, right now it's TikTok and Instagram and all that kind of stuff, right? Nobody sends jokes in emails anymore. Back then they did. And so, I remember getting it reading and thinking it was funny. And I forwarded it to a buddy of mine that worked at the bank with me, right. And later that day, I remember Mark, he was the vice president of...can't remember his full title, but he's the, he was the VP. He got it somehow, got that email and then he calls me into his office, right? And he goes, hang on you stop by? So, I stopped by. And he says, hey man, just want to just want to share something with you. (Oh no) You sent an email out earlier today. And, you know, the question I have for you is, is this who you want to be? Is this how you want people to know you? That you are, he said, you know, I read the same email when it was sent to me. I read it. And I thought it was funny. I laughed at it. But I didn't send it on to anyone. He said, because that's not who I want to be. That's not how I want people to know me. So, the question for you, is that really what you want, and that stuck with me? Right one that he took the time out to coach man, even though I didn't realize that's what coach/mentor was at the time. But he took the time out to do that for me, and to say, look man, let me let me help you along. Because there may be some things that you may not be aware of, there may be some "unspokens" that you didn't know about. And that that literally was the impetus for me to say I want to be I want to be "Mark" one day, right? I want to pay that forward to someone else to someones else, right? And that's how it started for me. So now, you know, I tell people that I that I mentor and coach, you know, I, I want to be a brain to pick, an ear to listen, and a push in the right direction. And that's the commitment I make to them. A brain to pick, an ear to listen, and a push in the right direction when you need it. And so that, that has become, you know, uber-important to me, honestly. Because, I want to see, I want to make sure that you know, folks have an opportunity to do the same things that I did and more, right? Because I look back and I go, like who knows whether that moment with Mark was the, was one of the moments that propelled me on to where I am today. I like to think it did. And so, I want to pay it back. Carmen Canales  08:27What a fantastic story about your days as a as a "Wachovian". I remember being called that myself! Onyeka Nchege  08:34Yeah, absolutely. Absolutely. Carmen Canales  08:39Onyeka tell us about your career. Tell us about your passion for technology and digital innovation. Where does that come from? Was there a particular thing that sparked your interest in that?   Onyeka Nchege  08:51I don't know that there was necessarily any one thing that that sparked my interest in that. I will tell you, unlike, unlike probably some others that are in this field, mine took a, mine took a non-traditional approach to get here. Because, you know, when I was with, you know, going anchoring back on Wachovia, when I was there, you know, I was I was part of an operations group, not the technology team. But, when I went through that, that, that six months of management training, one of the things that came out was, man, he's got a strong technical aptitude. And so, I was, I was put with an organization, eCommerce back then, that worked very closely with the technology organization. So, I had an opportunity to interface with engineers and analysts. And, you know, and so I just, I developed a, an interest in the work that was happening across the tracks, right, I call it. And so I would spend time with the technology team, just understanding what they do, why they do it, and being able to close the gap between what is being requested, and the work that actually has to be done to create whatever is being requested, right? And so, that, that's the thing that, that sparked the interest for me in terms of wanting to be a part of how do I impact lives in an organization, right, by being able to, being able to bring solutions to the table? And those solutions in this case, are technology solutions and innovation and innovative solutions, how do I bring...how do I help bring that to life in organizations? And so that was important to me. And, then that's how I got involved, if you will, in the, in the technology space and in the innovation space. And I've been able to, to leverage those experiences over the years with multiple organizations. You know, to be able to not just develop leaders, but also be able to bring technological advances to the organization as well. Carmen Canales  10:56So, in your time as a Chief Information Officer in healthcare and at Novant, Health, what changes have you seen in the healthcare landscape? And how does that impact the work of you and your team? Onyeka Nchege  11:08I'm going to take it at a broader level, because I think it's, it's, I see something similar across all industries in terms of talent. I think that's the key, you know, organizations always say, you know, our people are our best asset, right? And, that the proof is in the pudding in terms of how we interact with engage with, nurture, right, that talent, right? It's easy to say, you know, our people our best asset, but if you're not, if you're not doing all the things that that demonstrate that, then it's just talk, right? And so, I think, when the change that I see, and I see that in our organization, right? So, this is there's a difference between, you know, we will take care of you versus we will care for you, right? And there's a big difference there. And I think our organization has done a good job of, of probably transitioning from, we will take care of you too, we will care for you, right? Because, if we care for you, then we give you all the things that you need to be successful as, as an, as an associate, right, or a team member. Versus we will take care of you, which might suggest that, you know, we'll do everything for you, which is not healthy for folks that, that are team members in our organization. So, I think that's, that's the thing that I have seen that I think is a difference-maker for not just, not just the healthcare, but any, any industry that I've been a part of is being able to focus in on, on the people. Right? And that, that and making that they're our best asset making that real.   Carmen Canales  12:44And that's why you're a featured guest today. That's what that's why it's Talent Talk, right? Regardless of industry, it's about the people. Onyeka Nchege  12:51That's, a that's a very good point. I didn't think about that. But yes! Carmen Canales  12:55So, Onyeka, sometimes things don't go as we plan. Our listeners, I'm sure would love to hear about a mistake that you've made in your career. And importantly, what did you learn from it? Onyeka Nchege  13:08That's a good one. That's a good one. Mistakes, listen, I have made my share of mistakes over the years, there's no question about it. Probably two come to mind for me. I think when I was when I was a Senior Director at I think it was like Coca Cola at the time. When I first started with Coca Cola, it's many years back. And I had an opportunity to bring a product into the organization. And my team had been working on it well, before I got there, right? So, they they've been working on it. And so, I show up, and it's not going well. And, I have an opportunity to go talk to one of the Senior VPs about the fact that, hey, this, this, this thing is not gonna it's not gonna go in, on the day that we had originally said it was gonna go in. And so, I march, you know, I'm like, now I'm a truth teller. I'm transparent. I'm authentic. And I walk right into his office. I'm like, hey, man, this is not gonna go and hit baba, baba, you know, just going on about why it's not gonna work, right? And so, you might ask, well, what's the mistake in that? And it was a lesson for me, right? Because I hadn't thought through how I would have that conversation. (Okay) I just watched into to have the conversation (Oh no), as opposed to really thinking through, what's the best way to get my point across, right? So, intent versus delivery. My intent was right, my delivery was full of crap! It sucked! And so that that was a lesson for me. And, you know, one, taking two steps back, right, and really thinking through, what is it that you really want to say, and how do you want I say it, and know your audience, right? Understanding who it is that you're going to go talk to, and it wasn't title. In this case, it was how the person receives information...that I did not take into account. So, that's, that was that I remember that (So, how did it go?) I'm here. (It turned out, okay!). Yeah, it's, I learned how about let me let me put it this way, I learned from it. (I love it!) And he was he was in a coaching moment. So, he took the time to coach me with the, you may want to, you may want to step out, think through that and come back in which I really appreciate it. It was, and that was some real coaching because it and I did, I literally paused, walked out the door, closed the door, spent about five minutes behind the door, literally. And then I opened the door and came back in. And I apologized for the way I I stepped through the first time. And it was good. So, I learned a ton from that. My second, my second mistake, career mistake. And listen, you know, we all learn from it, right? So, I was with an organization and, and we were putting in a product. And I heard one thing. So, my team had told me, hey, here's everything that we're doing, here's how much it's gonna cost us about half a million dollars, and we're good to go. I said, okay, so I'm in with the I mean with the "E" team. And I'm part of the "E" team at this time, right? So, I mean with them, and we're talking and, and I said, Alright, hey, listen, guys, I'm gonna "thumbs up", I'm gonna move move ahead and get this, get the system, and put it in. And everybody was like, okay. But the next day I signed the agreement, and we push forward, right? Two days later, I had two of the "E" team members come to me and go ahead and say Onyeka, we weren't ready. Why did you sign that agreement? We're not...we never said we were ready to go. And I said, well, I brought it up. And, and I realized I brought it up. But, in my eagerness to go forward, I didn't hear the "Yes". I saw a couple of head nods and I just went with that because I was ready to go and committed the organization to half a million dollars' worth of product that we never intended to use. Because my partners weren't ready to go. And so, you know, lesson, lesson there for me was and I actually put some controls in place as a result, because I had to go unwind half a million dollars that an organization had already booked revenue on it, right? So, I had to go unwind that and thank God for relationships, right? So, I had built a relationship with that company, on and on. So, I was it took a while. Don't get me wrong, it took a while to unwind it, but we finally did. And I remember going to our CEO and saying, hey, listen, I don't need my daddy to help me just yet. But I want you to know that this is happening. And at some point, I may need to call my daddy and to help me. (Oh no.). But as of right now, I'm good to go. So, but you know, lesson learned for me was you know, make sure you get make sure you get "Yes", verbal yesses from everyone. When you're when you're doing something this critical this important, don't just rely on head nods or, or thumbs up? No, no, no, I need it in writing. Right? If we're ready to go, and we're going to commit the organization to a million dollars, half a million dollars, whatever it is 20,000, then all of us need to agree that we're ready to go. But I've learned from it. Carmen Canales  18:30Onyeka, you might win the prize thus far for Talent Talk podcast guest with the most spectacular mistake. And lesson learned! Onyeka Nchege  18:41That's a good thing. Nobody wants to be known for that! Carmen Canales  18:47Onyeka, as we draw to a close, tell our listeners what final leadership tips do you have for them? Onyeka Nchege  18:53Wow, final leadership tips. I think I'd anchor on what I call all five points. And all five points is begins with ownership. Right? Regardless of what you've heard, it, everything belongs to you, what you do belongs to you. You've got to figure out how you get it done, how you get things done, but it starts with you. And so if you don't have ownership on the inside, then no one's, no one's gonna be able to help you from a leadership perspective. And then secondly, it's, it's feedback. You gotta get, you got to get feedback. You got to be a student of feedback at all times. You know, I'm constantly and I know it gets on people's nerves. But I constantly ask, how did you experience me today? Right? How did you experience me today? And it gives folks permission to give you feedback. And you have to be willing to do just that. Get feedback. And then I talked about, you know, adaptability. As a leader, you have to learn the trait of being adaptable, right? You can't be so rigid that everything is just one way and that's the only way it is. And so, you have to, you have to learn how does adapt ability work and how do you, how do you, how do you lean into that? And then I talked about, you know, execution, right? It's the get 'er done, it the get ‘er done and those, that's table stakes, right? from a leadership perspective, if you're not a get 'er done kind of person. Right? It's tough to lead people or to be led. And so that's important. And then the last piece is I call it followership. Right? To be a good leader, you got to be a good follower. If you can't, if you're not a good follower, then how can you expect people to follow you when you're in a leadership role, right? So, you have to, you have to learn all of those and be good with that, to be a good leader. So that's my, that's my take now. Time will tell if I'm right. Carmen Canales  20:44Well, Onyeka, I have experienced you today in a very inspirational fashion. So, thank you for asking, and appreciate being our guest today on the Talent Talk podcast. Onyeka Nchege  20:56Thank you very much. This was great, Carmen, I really appreciate that. And thank you for the friendship and thank you for the partnership as well. Carmen Canales  21:03Thank you, friend. I hope you enjoyed today's podcast. Make sure to look for future episodes of Talent Talk where you typically listen to podcasts. Thank you for listening, and until next time, keep inspiring the talent around you!

Larry Freeland is the author of historical fiction novels Chariots in the Sky and the Patriarch, the first part of the Legacy of Honor trilogy. Larry was born in Canton, Ohio. Since his father was an officer with the United States Air Force he grew up on many Air Force bases across this country. After graduating from High School at Ramey Air Force Base in Puerto Rico, he attended the University of South Florida in Tampa, Florida. He graduated in 1968 with a degree in mathematics and a concentration in finance. He joined the U.S. Army and served one tour in Vietnam with the 101st Airborne Division as an Infantry Officer and a CH-47 helicopter pilot. He is the recipient of the Distinguished Flying Cross with one Oak Leaf Cluster, the Air Medal, with 10 Oak Leaf Clusters, the Bronze Star, and various other military service medals.Upon release from active duty in 1973, Larry returned to civilian life and pursued a career in the Financial Industry. During his professional career, he continued his education earning graduate degrees in Management and Banking. He worked for 29 years in the banking business with Trust Company of Georgia, Citizen and Southern Corporation, now Bank of America, and Wachovia, now Wells Fargo. After retiring from banking he worked as an independent financial consultant for 3 years in the Atlanta area and then worked as an instructor for 6 years with Lanier Technical College in their Management and Leadership Development Program.Larry is now retired and lives in North Georgia with his wife Linda, a retired school teacher. They stay involved in various activities, most notably those associated with the Cystic Fibrosis Foundation and Veterans related organizations. They also enjoy traveling together and spending as much time as possible with their two daughters, three grandsons, and two granddaughters.

Today's Post - https://bahnsen.co/3JF6mRh We are in a moment of “volatile Sundays” in the financial services industry. This is when market actors, policymakers, movers, and shakers have big news to announce on a Sunday in an effort to “beat markets opening”, or as Ben Bernanke once joked that his memoir would be called, “before Asia opens.” I lived through it in spades in 2008 – Fannie and Freddie's conservatorship, Lehman's bankruptcy, Wachovia into the arms of Wells Fargo, Morgan Stanley's deal with Mitsubishi, and the government's extended backstop of Citi – all on different Sunday afternoon/evenings in either September, October, or November of 2008. I can tell you where I was, what I was doing, the exact date, the exact time, and all the things. Good times. The last couple of Sundays have been a little adventurous, but for different reasons and with different catalysts. In a different environment, the news that UBS had done a “rescue acquisition” of Credit Suisse would have been the biggest news story of the entire year. I want to unpack it this week and share some thoughts on where it may be relevant for you, regular U.S. investors presumably with no direct exposure to either UBS or Credit Suisse, who normally just prefer to use your Sundays for church, family, rest, and sports. Let's jump into the Dividend Cafe! Links mentioned in this episode: TheDCToday.com DividendCafe.com TheBahnsenGroup.com

Rob Commodari helps people find the path to reach their fullest potential. He discovered his own path in 1990, when he realized that speech and communication are powerful tools that animate hearts and minds. Rob developed a personalized approach to communicating that teaches awareness so that listeners may find their purpose and set attainable goals. A serial entrepreneur, Rob has been involved in several businesses. He had his own newspaper business from 1994 until 2004. Rob was partners in a cigar business in the mid 1990s. He flipped a few houses over the years and has spoke in front of several organizations, including Wells Fargo, Sherwin-Williams, Wachovia, M&T Bank, BB&T Bank, The Baltimore Sun, and others. Rob also speaks to school students and prison inmates. When Rob speaks, he is moved by the spirit to connect with others and inspire them to realize their dreams. In Rob's first book, Better Than You Think, he shares his experiences and insights on awareness and how he has grown into the person he is today, and the person he wishes to become, which is an ever-changing goal. His goal is to inspire and impact everyone he meets to fulfill their God-given potential. Connect with Rob Commodari on his website: https://www.robcommodariauthor.com/ Rob on LinkedIn: https://www.linkedin.com/in/robcommodari/ = = = = = My latest book, The Far Unlit Unknown -- is available now! Grab your copy here Here are three more ways I can help you: Share this episode with one person who could use a boost of inspiration and positivity today. Bring me in to speak at your next event. Book a free call with me today to discuss that book you finally want to write in this year.

Tom welcomes Michael Oliver back from Momentum Structural Analysis. Michael discusses where we are in the bear market and how much longer it could last. He believes the next lows will set the tone for the bear market. Continued weakness in the Nasdaq is very bearish for broader equities, and since last June, there has been a lot of sideways chop in the S&P. A sell-off after the next high is certainly a possibility, and we should expect more volatility in markets this year. The opposite is true of silver and gold, as the Fed is likely to become concerned about problems in the financial sector. Janet Yellen has commented on the lack of liquidity in the bond markets, and though 30-year bonds are in rally mode, Michael is skeptical that rates have peaked. A decline in bonds with rising yields seems likely. There is also pressure on the Fed which could lead to its demise in a few years. We've seen a lot of paper assets decline in the past year, while gold and commodities have held up well. Consumer credit is skyrocketing, along with persistent inflation that is hitting families hard. Repossessions and mortgage failures are likely. If there is a new wave up in commodities, it will only further erode confidence in our leaders. Silver's spread has broken out and is doing quite well in percentage terms; Michael compares gold's historic moves with today's, noting historically it's not unusual for gold to have eight-fold moves in a few years. He thinks the same could happen with silver and doesn't rule out $200 silver. He believes Bitcoin has been beaten up enough and will move sideways for some time. Uranium has also been holding up well compared with pullbacks in oil and natural gas. Time Stamp References:0:00 - Introduction0:30 - Bear Market Thoughts5:45 - S&P, Gold & Silver7:50 - Rate Hikes & Fed12:08 - Dollar Confidence14:50 - Fed's Options & Impact20:53 - Inflation & Commodities28:38 - Blame The Fed?34:23 - Energy & Investors37:28 - Gold Strength & Silver45:10 - Bitcoin Reliability48:32 - Thoughts on Uranium51:02 - Expect a Volatile 202352:35 - Wrap Up Talking Points From This Episode The bear market and how much longer it could last.Gold and silver have been performing opposite to the bear market.An eight-fold move in gold is possible and has occurred historically.The Fed could soon reach a confidence crisis when its policies fail to work. Guest Links:Website: http://www.olivermsa.com/Twitter: https://twitter.com/Oliver_MSAAmazon Book: https://tinyurl.com/y2roa7p5Free Report email: michaeloliver@olivermsa.com Email MSA above, and they will send you this week's report for free, which covers many of the topics from this interview. J. Michael Oliver entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX. In the 1980s, Mike began to develop his proprietary momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992, the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical analysis. He is also the author of The New Libertarianism: Anarcho-Capitalism.

J. Michael (Mike) Oliver, CEO, Momentum Structural Analysis, entered the financial services industry in 1975 on the Futures side, joining E.F. Hutton's International Commodity Division, headquartered in New York City's Battery Park. He studied under David Johnston, head of Hutton's Commodity Division and Chairman of the COMEX. In the 1980s Mike began to develop his own momentum-based method of technical analysis. He learned early on that orthodox price chart technical analysis left many unanswered questions and too often deceived those who trusted in price chart breakouts, support/resistance, and so forth. In 1987 Mike technically anticipated and caught the Crash. It was then that he decided to develop his structural momentum tools into a full analytic methodology. In 1992 the Financial VP and head of Wachovia Bank's Trust Department asked Mike to provide soft dollar research to Wachovia. Within a year, Mike shifted from brokerage to full-time technical research. He is also the author of The New Libertarianism: Anarcho-Capitalism. Website: https://www.olivermsa.com/ --- Support this podcast: https://anchor.fm/john-aidan-byrne0/support

Join André Stewart as he highlights modern investing tools, comprehensive learning platforms, success-driven initiatives, and how you can leverage them to your benefit. Tune in for this opportunity you should not be missed!   Key takeaways to listen for  Things to consider when fix-and-flipping properties Platforms you can utilize to streamline your investments remotely  How to market yourself and increase your exposure as an investor The significance of a family support system when doing a business Tips for maintaining the culture of success in the real estate space   Resources mentioned in this episode InvestFar | InvestFar Real Estate Mobile App Residual Roads Business Institute Real Estate Investing Diet by André Stewart | Kindle and Hardcover   About André Stewart André Stewart was a Banker for 10 years at major banks including; Silicon Valley Bank, Wells Fargo, Wachovia and a Private bank named OneWest Bank in Los Angeles. While in banking he was an advisor to venture capital firms, some of the largest tech company CEOs, most innovative startups worldwide, small-mid size corporations and high net worth individuals. Post banking, he founded the first global real estate investing app that allows people to invest remotely safely and easily. In addition, the first platform that allows people to buy investment properties using cryptocurrencies. With his background as a Certified Coach, Certified NLP Practitioner and 15+years in the financial industry, André enables his clients by empowering them financially and setting them on their path to being financially free by creating breakthrough strategies. His methods create new neurological pathways by shattering old limiting belief systems.   Connect with André Website: André Stewart | Residual Roads Podcast: Investing Uncensored Instagram: @andrestewart1 Twitter: @_AndreStewart | @InvestFar LinkedIn: André Stewart   Connect with Us To learn more about partnering with us, visit our website at https://javierhinojo.com/ and www.allstatescapitalgroup.com, or send an email to admin@allstateseg.com.  Sign up to get our Free Apartment Due Diligence Checklist Template and Multifamily Calculator by visiting https://javierhinojo.com/free-tools/. To join Javier's Mastermind, go to https://javierhinojo.com/mastermind/ and to apply to his BDB Mastermind, see https://javierhinojo.com/mastermind/#apply_form and answer the form.   Follow Me on Social Media Facebook: Javier A Hinojo Jr. Facebook Group: Billion Dollar Multifamily and Commercial Real Estate YouTube Channel: Javier Hinojo Instagram: @javierhinojojr TikTok: @javierhinojojr Twitter: @JavierHinojoJr

Rod Brown is a serial entrepreneur who has co-founded three companies, over the past decade, that were all bootstrapped and all grew from zero to 7 figures.  The software company OnceLogix, landed on the Inc. 5000 list in 2016, 2017, 2018, 2019, 2020 and The Forbes Small Giants list in 2017.   Born in the small coastal city of Wilmington, N.C., Brown worked in the financial services industry. Upon graduating with a B.A. in Information Systems from Winston-Salem State University, he began working at Wachovia Bank, which is now a part of the Wells Fargo Company. He began at Wachovia, working in the bank's Operations Division, in which he led several Cash Management Services groups. He left Wachovia as a Vice President in its Wealth Management Division, as a Financial Advisor to co-found his own company.   Brown co-founded the software company OnceLogix, LLC in 2005 with Trinity Manning and Ty McLaughlin. As a result, they developed Sharenote.com (www.sharenote.com), a fast-growing, web based tool used by behavioral healthcare companies in the Southeast. What started out as a tool to help Behavioral Healthcare Clinicians manage notes about their patients is becoming a sought-after Practice Management tool for behavioral healthcare firms. After seeing the success of ShareNote.com, Brown and his partners are aiming to expand the business to help offer a more streamlined management system for a host of business professions and their respective industries.   Brown has recently ventured into the logistics and transportation business by Greenwood Logistic Solutions, LLC. This company has plans to disrupt transportation and logistics, while building this driver centric brand.    Brown travels the country training and coaching in the areas of entrepreneurship and Leadership. He most recently co-founded ‘The Small Business Cookout', a company dedicated to the advancement of minority and women owned businesses through education, skills development, cross pollination, relationship development.   He enjoys learning, his family, golf, and cycling. LINKS:https://www.instagram.com/rodericklbrown/ https://twitter.com/rodericklbrown

Black Goldfish: 10 Keys to Creating a Differentiated Experience by Stan Phelps About the Book: Your brand today is no longer what you tell people it is. It is the differentiated experience (DX) your employees deliver. It is what you stand for and how your customers feel about you. And most importantly, your brand is what your customers and employees tell others about their experience. Black Goldfish is an amalgam of the first 10 colors in the Goldfish Series. The color black happens when you put all the other colors together. Here's a quick overview of the colors and 10 keys to creating a differentiated experience: PURPLE - little things that add value or make it easier for customers GREEN - little things that drive engagement and reinforce culture for employees GOLDEN - little things for your “vital few” employees and customers BLUE - leveraging technology, data, and analytics to improve customer experience RED - embracing purpose in business to benefit employees, customers, and shareholders PINK - differentiating by defying normal and exploiting imperfection YELLOW - contributing to the happiness of customers, employees, and society DIAMOND - excelling under pressure in sales and client management GRAY - leading across the five generations in the modern workplace SILVER - rising above distractions to communicate both loud and clear About the Author: Stan Phelps is a best-selling author, keynote speaker, and workshop facilitator. Stan is a TEDx speaker, and an IBM futurist and his writing has been syndicated on top sites such as Forbes, Customerthink, and Business2Community. He has spoken at more than 500 events across Australia, Bahrain, Canada, Ecuador, France, Germany, Holland, Israel, Japan, Malaysia, Peru, Russia, Singapore, Spain, Sweden, the UK, and the US. Prior to professional speaking, Stan had a 20-year career in marketing that included leadership positions at IMG, Adidas, PGA exhibitions, and Synergy. At Synergy, he worked on award-winning experiential programs for top brands such as KFC, Wachovia, NASCAR, Starbucks, and M&Ms. He is the author of The Goldfish series of business books which includes Purple Goldfish, Green Goldfish, Golden Goldfish, Blue Goldfish, Pink Goldfish, Yellow Goldfish, Gray Goldfish, Red Goldfish, Diamond Goldfish, Silver Goldfish, and one other book – Bar Tricks, Bad Jokes And Even Worse Stories: 101 Bar Tricks, Riddles, Jokes and Stories. And, interesting fact – Stan also has a law degree! Click here for this episode's website page with the links mentioned during the interview... https://www.salesartillery.com/marketing-book-podcast/black-goldfish-stan-phelps