Podcasts about Wondering

Wondering how to capture more traffic and direct sales from TikTok search? I interview Keenya Kelly to learn how to use TikTok's latest features to improve content creation, search strategy, and customer purchases.Using TikTok Symphony to Create Content From Text, Voice, or a Single ImageUsing TikTok Search Hub to Claim Branded Positioning in TikTok SearchUsing TikTok Go to Turn Initial Discovery Into Bookings With TikTok GoGuest: Keenya Kelly | Show Notes: socialmediaexaminer.com/722Review our show on Apple PodcastsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Feeling overwhelmed by all the things you're supposed to do to grow your boutique? Wondering how to turn information into actual implementation? Ashley Alderson and Sara Burks pull back the curtain on one of the BIGGEST changes inside the Boutique Hub: the launch of the Retail Boot Camp Accelerator. Built from years of working with thousands of boutique owners, the Accelerator combines year-round coaching, expert-led workshops, accountability, implementation support, and the new BHOS (Boutique Hub Operating System) AI platform designed specifically for retailers. Instead of adding more to your to-do list, the goal is simple: eliminate overwhelm, provide clear next steps, and help boutique owners implement proven strategies alongside coaches and industry experts every week of the year. JOIN THE RETAIL BOOTCAMP ACCELERATOR TODAY! Retail Bootcamp Accelerator Join The Boutique Hub  ____________________________ Ashley Alderson: Instagram     The Boutique Hub: Website | Facebook | Instagram | Pinterest | TikTok | YouTube

Mini Hot Pockets, donuts, pants down at a Taco Bell and much more! The Plan-B Show with Brock & Kiki - June 5th, 2026See omnystudio.com/listener for privacy information.

Wondering how to attract the people on LinkedIn who actually want to buy from you? I interview Will McTighe to discover a three-part LinkedIn content funnel framework plus the specific post formats and posting ratios that make it work.Content Styles That Create AwarenessContent Styles That Build TrustContent Styles That Generate Leads and SalesLinkedIn Content Ratio FormulaGuest: Will McTighe | Show Notes: socialmediaexaminer.com/721Review our show on Apple PodcastsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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

In this episode of the Twiniversity Podcast, Natalie talks with Maddie Rahlf, a twin mom of three girls, about the "double whammy" delivery - giving birth to one twin vaginally and the other by C-section in the very same hour. Maddie shares how her twins were a complete surprise - a natural, spontaneous twin conception with no twins in the family, discovered at her 12-week ultrasound - and how reading Nat's book helped her find solid ground once the shock wore off. Because Baby B had a marginal cord insertion and was measuring under the 10th percentile, Maddie's pregnancy included weekly maternal fetal medicine (MFM) monitoring and an induction at 36 weeks. Natalie and Maddie walk through the delivery almost minute by minute: an easy vaginal birth for Baby A after only a few pushes, Baby B flipping transverse the moment she had the womb to herself, the attempts to turn her, a cervix that closed back up, and the placenta concern that finally made a C-section the safest call. Then comes the twist - it was Baby A, the vaginally delivered twin, who ended up in the NICU on CPAP, while Baby B stayed right with mom. The conversation also gets into recovering from a vaginal birth and major abdominal surgery at the same time, the empowerment of being given the choice to try for a vaginal delivery, and Nat's "use your BRAIN" framework (Benefits, Risks, Alternatives, Intuition, Nothing) for making decisions in the moment. Maddie's biggest takeaway: if it happens, it happens - you figure it out one day at a time, and you'll have a pretty cool story to tell. This episode is a reassuring, myth-busting conversation for any twin parent who feels anxious about the possibility of a double whammy delivery. EPISODE THEMES

2026-06-02 I Inquiry I Wandering and Wondering I Josh Gifford by Appamada

"Ever wondered what it takes to turn setbacks into the ultimate comebacks? Here's the real story behind resilience in sports and life."

Feeling overwhelmed after a bladder cancer diagnosis? Wondering where to turn for trusted information, emotional support, or practical guidance? In this episode of Bladder Cancer Matters, host Rick Bangs sits down with BCAN's Director of Education and Advocacy, Patricia Rios, for an inside look at the many free resources designed to help patients, caregivers and families navigate bladder cancer with more confidence and less fear. From one-on-one peer support and patient summits to clinical trial tools, webinars, caregiver resources, support groups, survivorship planning, and even BCAN's mobile app, Patricia shares how BCAN helps people feel informed, empowered, and—most importantly—not alone. Whether you're newly diagnosed, supporting a loved one, or looking for new ways to connect and advocate, this episode offers practical tools, hope, and a roadmap to the bladder cancer community.

The Ark is divided on what to do about some recent visitors.Follow us on X ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @dorkdaypodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, on Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @dorkdayafternoon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, or check out our website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ www.dorkdayafternoon.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Join our ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Discord⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Support us, check out our new ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Find great DDA merch on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Redbubble⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.The Second Ark is an actual play podcast of “Mutant: Year Zero”, produced by Dork Day Afternoon. “Mutant: Year Zero" is a role playing game about the end of the world and the dawn of a new one, created by Free League and published in partnership with Cabinet Licensing LLC. For more information about Free League and other Free League products, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠freeleaguepublishing.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.The story, all names, characters, and incidents portrayed in this production are fictitious. No identification with actual persons (living or deceased), places, buildings, and products is intended or should be inferred.Credits:Music and Sound by Syrinscape.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ syrinscape.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The app putting sound into the hands of gamers.Theme song for The Second Ark by Mother Ghost. Check them out on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, they are the $hit.And follow them on Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @motherghostmusic⁠.⁠⁠⁠⁠⁠⁠⁠

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Did you know that some cut flowers pollute water faster than others? Wondering if there is anything you can do to extend the vase life of this "dirty" group of bloomers? Today, Lisa and Layne discuss "dirty dozen" flowers. They cover what "dirty dozen" flowers are, examples of flowers in this group, steps to take during and after harvesting to prolong vase life, and more. Listen to the podcast and learn how to deal with the "dirty" flowers growing in your field or garden!The video version of Lisa and Layne's conversation will be posted to The Gardener's Workshop's YouTube channel, where all “Seed Talk” episodes are organized into a ⁠⁠⁠⁠playlist⁠⁠⁠⁠. In addition, auto-generated transcripts are available for viewing on YouTube. If there is a question or topic you would like to hear discussed on a future episode of “Seed Talk”, please fill out the form linked below. We would love to hear your suggestions!Mentions:⁠⁠⁠⁠"Seed Talk" YouTube Playlist⁠⁠⁠⁠Online Course: Warm Flowers from Seed to HarvestOnline Course: Cool Flowers from Seed to HarvestShop: CVBN Tab Treatment, Flower FoodEpisode 95 - Flower Conditioning Products & Process⁠⁠⁠⁠"Seed Talk" Topic Suggestion Form⁠⁠⁠⁠⁠⁠⁠⁠TGW YouTube Channel⁠⁠⁠⁠⁠⁠⁠⁠TGW iPhone App⁠⁠⁠⁠ (iOS App Store)⁠⁠⁠⁠TGW Android App⁠⁠⁠⁠ (Google Play)⁠⁠⁠⁠Sign up to receive our weekly Farm News!⁠⁠⁠⁠The ⁠⁠⁠⁠"Seed Talk with Lisa & Layne"⁠⁠⁠⁠ podcast is produced by ⁠⁠⁠⁠The Gardener's Workshop⁠⁠⁠⁠ and co-hosted by Lisa Mason Ziegler and Layne Angelo. Lisa is the founder and owner of The Gardener's Workshop, where Layne works as Seed Manager. Lisa is the award-winning author of ⁠⁠⁠⁠Vegetables Love Flowers and Cool Flowers⁠⁠⁠⁠ and the publisher of ⁠⁠⁠⁠Flower Farming School Online, Farmer-Florist School Online, and Florist School Online⁠⁠⁠⁠. Watch ⁠⁠⁠⁠Lisa's Story⁠⁠⁠⁠ and connect with her on social media. Layne is an avid gardener, seed starter, and engineer who loves learning and applying her technical knowledge to all areas of life, including gardening and growing flowers. Thanks for joining us!

Welcome back to another episode of the unSeminary podcast. Today we're joined by Rebecca Maxwell, a licensed marriage and family therapist and founder of Jacksonville Counseling Services. With 15 years of prior church ministry experience and now leading a growing counseling practice, Rebecca brings a unique perspective that bridges biblical truth and clinical insight. Are you feeling unprepared when people come to you with deep emotional or mental health struggles? Wondering how to respond wisely without overstepping your role? In this conversation, Rebecca helps church leaders better respond to crises and care for people in more informed and effective ways. Why pastors often feel unprepared. // Rebecca reflects on her years in ministry and recognizes that many church leaders simply lack the training needed to identify and respond to mental health challenges. While pastors are often the first call when someone is in crisis, most have received minimal formal education in this area. As a result, well-intentioned leaders can miss important warning signs or unintentionally cause harm. Rebecca emphasizes that pastors don't need to become therapists—but they do need a basic framework for recognizing distress and knowing how to respond appropriately. Slow down before you try to solve. // One of the most common mistakes leaders make in crisis situations is moving too quickly to solutions. Offering Scripture or advice immediately—while well-meaning—can sometimes shut people down if they don't first feel heard. Rebecca encourages leaders to practice the “ministry of presence”: allowing individuals to tell their story, expressing empathy, and bearing witness to their pain. This approach helps regulate emotions and creates space for truth to be received later, when the person is more grounded and able to process it. You don't need all the answers—but you need a plan. // A critical takeaway for church leaders is the importance of knowing where to turn for help. Rebecca stresses that leaders don't need to be experts, but they must have a resource network in place. This includes vetted counselors, crisis resources, and trusted professionals they can contact when situations escalate. Without this preparation, leaders may feel stuck or overwhelmed in high-pressure moments. Addressing misconceptions about mental health. // Rebecca also addresses a harmful but common belief in some church contexts—that mental health struggles are simply a sin issue. While sin can play a role, this perspective oversimplifies the complexity of the human mind. She explains that just as the body can become ill, so can the mind. Ignoring this reality can lead to shame, misdiagnosis, and ineffective care. Instead, churches need a more integrated understanding of people as whole beings. Why the church must engage this conversation. // If churches remain silent on mental health, people will seek answers elsewhere—from social media, AI tools, or secular sources that may lack biblical grounding. Rebecca urges leaders to step into this space with confidence and compassion, offering both truth and practical support. The church has an opportunity to be a trusted starting point for healing—but only if it is equipped to respond. A practical next step for every church. // Rebecca strongly recommends that anyone working with people receive basic crisis training, such as QPR (Question, Persuade, Refer). This short training equips leaders to recognize warning signs, respond appropriately, and guide individuals toward help. It's a simple but powerful step that can literally save lives. To learn more about Rebecca Maxwell and her book, Jesus and Your Mental Health: Linking God’s Word and Modern Science to Find Peace about Mental Health, visit JesusAndYourMentalHealth.com and download a sample here. Explore additional resources at jacksonvillecounseling.net. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. So glad that you have decided to tune in today. You’re gonna be rewarded for that. I know that the conversation we’re having today, that this week, probably four or five times, you’ve thought about issues adjacent to this, and it’s gonna be super helpful. We are leveraging an expert. We’re gonna take advantage of this person to really help you this week and to help you solve some real problems. Rich Birch — Excited to have Rebecca Maxwell with us. She is a licensed marriage and family therapist. She started Jacksonville Counseling Services in 2015 to serve her Florida community with counseling services that integrate best practices with a biblical foundation.Rich Birch — The cool thing about Rebecca, well, there’s lots of cool things about her, but one of the cool things about her is prior to her voyage into marriage and family therapy, she spent 15, not 50 years in…Rebecca Maxwell — I look amazing.Rich Birch — Yeah, exactly. …in church ministry with children, adolescents, and family. So it’s just a great background, dual background for us to kind of tap into today. Rebecca, welcome to the show. So glad you’re here.Rebecca Maxwell — Yeah, glad to be here, Rich.Rich Birch — Apologize for the 50 year. That’s…Rebecca Maxwell — Hey, I mean, I look good for doing this for 50 years.Rich Birch — Yeah exactly. Why don’t you kind of give us a bit of a background? Tell us, fill out that, you know, bio a little bit. Tell us a little bit about yourself.Rebecca Maxwell — Yeah, so I’m married to a pastor, but I want to just be clear that I was in ministry first.Rich Birch — Yes. Good. Good.Rebecca Maxwell — I fell I fell into ministry ah after getting a degree in management from Georgia Tech… Rich Birch — Okay. Rebecca Maxwell — …and the Lord just kind of opened some doors, and I had to figure out what that was going to look like. Started in ministry to teenagers, youth. And did that faithfully for many years and also did a little bit of adult discipleship and kids ministry along the way, kind of got my training as I went along. Rebecca Maxwell — And there was a there was a point where God was just really beginning to lay the foundation for a different direction, a new call. And I spent a couple semesters in seminary trying to figure that out and ah didn’t think that was where the Lord was taking me to finish that training. And a friend, honestly, this was the best question I’ve ever been asked. She asked me, Rebecca, what do you love about youth ministry? What’s the favorite what’s your favorite part of your job?Rebecca Maxwell — And I said, you know, I love talking to teenagers and their parents about life stuff. And she said, well, I think you’d make a great counselor. And so that was the that was the the great question that got me in the direction of seeking more training in counseling. And I did marriage and family therapy because I was working with family so much… Rich Birch — Right. Rebecca Maxwell — …and really believing that the health of the family was so important to the health of the kids. And the kids were really like my driving force in what I was doing. Rich Birch — So cool. Rebecca Maxwell — So that it took me in that direction and along the way got to do some cool things in ministry and now working alongside churches in Christian, biblically based, also clinically informed counseling.Rebecca Maxwell — And so I have a practice in Jacksonville of there there’s about 18 of us now. And along the way, God gave me an experience that allowed me to to really know that I needed to be distinctively Christian and biblically based in my practice, that that was going to be important for my community. And so that’s that’s what we do. We try to bridge the best of psychological science with what the Bible says…Rich Birch — Yeah, so good. Rebecca Maxwell — …and serve our community.Rich Birch — Well, friends, you can see why I’m excited to have Rebecca on the on the call today, because I think, well, there’s a lot there, but there’s you know this idea of of being clinically informed and biblically based. I think you have a lot to help us think through these issues you know as pastors, as leaders. You know We’re wrestling with these kinds of questions all the time.Rebecca Maxwell — Of course. Rich Birch — We’re thinking about all of these things, referring people, and all this this comes up all the time. So you spent 15 years in church ministry before going down this road of being a licensed therapist. What did you see during those years as you reflect back on that time that made you realize, hey, maybe maybe church leaders need more help in this space? I’m declaring that I think we do. So, you know, I’m putting those words in your mouth. So, you know, don’t you know don’t be offended, listeners. That’s me saying that. But what do you what do you think?Rebecca Maxwell — Yeah, I think that I didn’t know what I was seeing when I was in ministry with some students and their families. I just knew that there was distress… Rich Birch — Right. Rebecca Maxwell — …and I didn’t know why in some cases. And not everything was a mental health issue, but I certainly missed a lot of those. I didn’t know how to meet kids and families who were in like mental crisis moments.Rebecca Maxwell — So, you know, my husband has been all the way through seminary. And so I know that he took one class in pastoral counseling that I helped him with.Rich Birch — Right.Rebecca Maxwell — And so this is a big issue in our community. And I don’t think that church leaders are generally well-equipped, like broadly. Rich Birch — Right.Rebecca Maxwell — I know there are there are more and more church leaders who are doing a deeper dive into understanding mental health and mental illness. But I would say by and large, the training isn’t there. And the problem with that is that people, parishioners, are going to go to their church leaders first when they’re struggling because they’re trusted. They’re a trusted source of on life. And so if our folks aren’t trained well, they can unintentionally cause harm. And I want to emphasize unintentionally… Rich Birch — Right, right. Rebecca Maxwell — …because nobody wants to miss something or cause harm. And, you know, they may accidentally just miss things. And, you know, suicide continues to be on the rise. And we don’t want to miss the pleas, the cries of a desperate person. And we also don’t want to minimize those. Rebecca Maxwell — We don’t want to give, you know, Christian euphemisms that don’t really address and see what’s going on deeper. Because not people don’t always show you what’s going on deeper right in the beginning. So a little bit of training goes a long way. And I know having been there and even now today, like we just don’t have enough, enough knowledge.Rich Birch — Right.Rebecca Maxwell — And church leaders are never going to be master’s level therapists. That’s not I’m asking for.Rich Birch — No. Right. Rebecca Maxwell — But I think we can have a better partnership to help each other.Rich Birch — Yeah, that’s, that’s good. Well, let’s, let’s start. I want to come back to the the suicide question in a minute. Rebecca Maxwell — Okay.Rich Birch — So I want to put a a bookmark in that and come back to that. Cause there’s specifically, I want, I got a couple of questions around that, that I’d love to get your thoughts on. But let’s go back to that idea of pastors getting the first call. Many of us have been in on that, right? We get the, you know, a family’s in crisis mode. Something’s falling apart. I can’t, I can’t deal with this situation.Rich Birch — In fact, actually, I’ve used this yeah as like an example when training campus pastors where I’m like, there’s, you know, when someone calls you with a crisis call like that, what you say in the first 30 seconds matters. Rebecca Maxwell — Yeah. Rich Birch — Like actually that, you know, even on the phone, you know, hey, you know, so what, what happens, talk to us from your perspective, what, what usually happens in that conversation or what, where, where could that go sideways? How do we, how do we end up maybe intentionally we’re trying, unintentionally we’re trying to help, but we, things just don’t go right because we do something dumb, you know, in the, in the first little bit.Rebecca Maxwell — Well, think all of us are problem solvers. And so we want to give someone a solution to the thing that they’re experiencing. Rich Birch — Right. Rebecca Maxwell — And so that’s where we can like well-intentioned, we can kind of drop people. Because if we too quickly try to just point them to a scripture or give them a truth, which is true, we can tell them some true things about who God is and, and where he’s working and those sorts of things. And again, it’s true. But sometimes in that moment, it’s not helpful. Rich Birch — Right.Rebecca Maxwell — Sometimes a person needs to get out a little bit more of what they’re experiencing and just have someone to bear witness to their pain, right? And we see this in the scripture. Jesus did this over and over where he he he spent that time with someone to kind of bear witness to their pain before he sent them in a different direction.Rebecca Maxwell — And obviously we need both of those. I don’t want people just swimming around in the pain forever either. That’s not helpful. But I do think we move too quickly sometimes when we get that first call. You know, we just want to solve that thing. Rich Birch — Yep.Rebecca Maxwell — And sometimes we just need to kind of slow down and the and give the ministry of presence.Rich Birch — What’s a good way, maybe maybe put a bit more kind of practical bones on that. I love that idea of the ministry of presence. Hey, we’re just going to, my job right now is just to be here with you. Talk us through what that looks like.Rebecca Maxwell — Yeah, I think it’s allowing someone to get their story out. And sometimes that’s not convenient because sometimes it’s long, you know.Rich Birch — Yep.Rebecca Maxwell — So to get their story out to and to be listening for the strengths and the positives that the person might be saying but isn’t quite aware of.Rebecca Maxwell — And actually…Rebecca Maxwell — you know, this, this happened yesterday to us. Rich Birch — Okay.Rebecca Maxwell — And so maybe like a story will help.Rich Birch — Yeah, yeah, that’s great.Rebecca Maxwell — Someone called in to our main office line and got one of actually my personal assistant, didn’t get the clinical admin, but got my personal assistant. And asked the question, if I kill myself, will I go to hell? Rich Birch — Wow.Rebecca Maxwell — Yeah. And my personal assistant knew enough to reach out to our team right away. And so I was able to help kind of walk her through what to do. And some of the things that I told her were just keep this person talking, right? Ask about their life, all aspects of what’s going on. Let them get their story out. Because what happens when we put words to our experience and someone bears witness to that is the emotions don’t have such a grip on us. They kind of relax a little bit.Rebecca Maxwell — And my assistant told me that as she was able to kind of just continue to keep this this woman talking, that she could just, over the phone line, experience kind of that release, that she got a little bit of relief, not ultimate relief…Rich Birch — Right.Rebecca Maxwell — …but a little bit of relief just in telling her story. And my personal assistant, I was able to walk her through listening for the strengths, listening for the positive things, that then you can come back around to. Not minimizing or negating the struggle, but bringing more balance to the truth. Because because then when they when they calm down and they’re more in their logical brain then you’re able to deliver truth in a way that they can grab onto. Rich Birch — That’s good. Right. Rebecca Maxwell — But when they’re heightened and they’re in such distress trying to kind of speak truth in that moment just kind of bounces off of them. Does that make sense?Rich Birch — Yeah. Yeah, there’s that moment of like it’s like that fight or flight thing that’s going on in our brain, right? Rebecca Maxwell — Yes. Rich Birch — Where we’re just like, I just want out of this situation… Rebecca Maxwell — Yeah. Rich Birch — …whatever’s happening to me… Rebecca Maxwell — Yes. Rich Birch — …and and none of us make, you know, wise decisions in those moments.Rebecca Maxwell — No.Rich Birch — Yeah, that’s, that’s, that’s amazing. How did your, well, first of all, like, I think all of our churches have got a call like that, maybe not exactly that one, but you get that call that’s like, whoa, this is, this is heavy. And particularly, yeah, so so how how did your, how did your assistant know what to do in that moment? How did you, like, that doesn’t, is that under other duties as assigned? How does, how did you, how are they prepared for that?Rebecca Maxwell — Well, I think one, she doesn’t have the clinical experience, but she is a believer and she’s walking with the Lord and she has the ultimate power source within her. So she knew to immediately start kind of praying in her spirit as she was talking.Rich Birch — Right. Right. Right.Rebecca Maxwell — And then she knew where to go. She knew who to call on.Rebecca Maxwell — And I think that that’s another important concept for church leaders is: Who are you going to call on in a crisis?Rich Birch — Yep.Rebecca Maxwell — When you are sitting with someone who is actively considering ending their life, or they’re just in a really, maybe they’re not at that point, but there’s they’re dealing with something else.Rich Birch — Right.Rebecca Maxwell — Who are you going to call on? You don’t, I tell church leaders, you don’t have to have all the answers. You don’t have to know exactly what to do and where to where to point people, but you have to know where to go to resource yourself. Rich Birch — Yep.Rebecca Maxwell — And that’s what my personal assistant knew. Rich Birch — Right. Rebecca Maxwell — She knew how to resource herself, how to get some help. And so I was able to, you know, she’s on the phone and I'm texting her questions and things like that… Rich Birch — Right. Okay. Rebecca Maxwell — …so she knew where to go. Yeah.Rich Birch — Yeah, that’s cool. You know, a best practice i’ve we’ve seen in many churches, ah but I’m surprised, I still am surprised that when I bumped into churches and they don’t have this, is like a resource list of like, here are some trusted counselors, some trusted people to talk about. Talk to us about that from your side. You’ve seen both sides of that equation. How do we develop a list like that? How do we how do we make that available? How do we how do we do that in a way that is most helpful for for our team, for maybe our staff, or for people who are just at our church.Rebecca Maxwell — Yeah, it takes a little bit of time, but there are resources in your community. You just have to find them, usually.Rich Birch — Right. Yep.Rebecca Maxwell — And there are some purely online resources as well. I think the first step is probably gaining some understanding of the different types of clinicians who are out there… Rich Birch — Right. Rebecca Maxwell — …and and what they’re best suited for, what issues they’re best suited for.Rich Birch — Right.Rebecca Maxwell — You may have someone in your congregation who is a counselor. And so that might be a good first step is to get them on board to help you create a vetted list to what should I be asking when I want to partner with someone?Rebecca Maxwell — Because it’s one thing to say, I’m a Christian and a counselor. It’s another thing to say, I am counseling from a biblical framework. I’m counseling from a biblical worldview. And so you know, understanding how to make that distinction, you know, someone in, in your congregation may, may have the ability to do that.Rich Birch — Right.Rebecca Maxwell — But just how to ask the right questions so that you can begin to build a resource list of, like I said, we are biblical worldview clinically, like informed. And so you, you want to have some people like that… Rich Birch — Right. Rebecca Maxwell — …because we are operating under the license of our state. We have a code of ethics that we’re following. We have oversight. And I think that’s really important. You also have biblical and pastoral counselors that are some are very, very well trained. But you need to understand like what that lane is… Rich Birch — Right. Rebecca Maxwell — …and what is a more clinically informed lane. And so, and a lot of people don’t have that understanding and rightfully so. Right? There’s so many different practitioners and we don’t, we don’t really know who has kind of what skills and what’s appropriate in their lane.Rich Birch — Yeah, absolutely. you got to do a little bit of research around even the language that’s used, you know, the difference between like a life coach and a counselor… Rebecca Maxwell — Right. Rich Birch — …and a therapist. Rebecca Maxwell — Right. Rich Birch — And, you know, like, and, you know, be a little bit suspicious of people if they’re like, hey, I want to get on that list. And are there any from your—give us the inside scoop—are there any red flags that you would have? Let’s say I’m reaching out, I’m talking to a number of therapists in my community and, if somebody says something or is there something that, you know, I want to be wary of, of, ohh I’m not sure we necessarily want to point people in their direction?Rebecca Maxwell — Yeah, I think this is a more subtle one. Rich Birch — Yep. Rebecca Maxwell — But I think when someone says I’m a Christian, but you know, I really don’t bring that into my practice at all. Rich Birch — You want to ask some follow-ups?Rebecca Maxwell — Yeah, let’s ask some follow’s ah some follow ups. Rich Birch — Yes. Yeah. Rebecca Maxwell — Because in general, and I’ll kind of expound on this particular one… Rich Birch — Yep. Rebecca Maxwell — …regardless of what the clinician’s faith background is, we are trained to um to bring up a person’s spiritual part of self as part of holistic practice.Rich Birch — Right.Rebecca Maxwell — Unfortunately, a lot of clinicians are just leaving that part out completely. Rich Birch — Okay. Yep. Rebecca Maxwell — Because of politics and taboos and, you know, and we don’t want to get in trouble sometimes with our our licensing boards, right? Rich Birch — Right.Rebecca Maxwell — But we are all trained to see a person holistically. And we would, in in my field, we would say bio, psycho, social, spiritual—biological, psychological, social/relationships, and spiritual. But we’ve we’ve kind of left out the spiritual. And so, we should all, no matter whether you’re a Christian or not, we should all be asking and inquiring about a patient’s spiritual life. Rich Birch — Right.Rebecca Maxwell — And that’s a really easy open door. So if someone says, you know, I’m such and such, but I don’t…you know, I really don’t bring that up and in counseling at all. I understand that they’re afraid to, and there’s, I understand.Rich Birch — Right.Rebecca Maxwell —But you really want a clinician who’s not afraid to inquire more generally about a person’s spiritual life.Rich Birch — Right. Right.Rebecca Maxwell — And I think that’s a big one.Rich Birch — Yeah. And the combo of doing that in a licensed environment, you know, so you’re getting kind of the best of both worlds there really makes a lot of sense. Like, Hey, were, you know, I understand why, you know, that makes, that makes sense. That’s a good, that’s a good line there. Rich Birch — So kind of a different, it’s related, but different train of thought. I know there are churches out there that have like a, a negative view on on like mental health… Rebecca Maxwell — Yeah. Rich Birch — …on mental illness, on counseling in general. They they it gets really black and white. And they’re it’s like, like I have a family, yeah, I have a family member who their pastor told them, you know, it’s just totally a sin issue and like andRebecca Maxwell — Yes.Rich Birch — They had been struggling with issues for a long time. And, you know, that was a huge weight on their on their life… Rebecca Maxwell — Yeah. Rich Birch — …that they carried, you know, for a well into their kind of 80s, late into life. And talk to us, unpack that for us. Like I think that’s just a dangerous approach, but help us and understand that mindset. Why is that dangerous? What’s behind that instinct?Rebecca Maxwell — I think that I think the instinct is probably good that the Bible gives us everything we need for life and godliness.Rich Birch — Right.Rebecca Maxwell — And I think sometimes it’s just potentially a misinterpretation of just a holistic understanding heart, soul, mind, and strength of a person. That the mind…because in Deuteronomy, it, it, it doesn’t say heart, soul, mind, and strength that comes in Jesus words in, Mark. And I think also Luke, But in Deuteronomy, it’s heart, soul, strength. And so mind is not broken out in that original text.Rebecca Maxwell — And then I believe that it is broken out and listed in the New Testament because I really think Jesus wanted to highlight that. And we see, I mean, the mind is talked about about 180 times in the New Testament. And so it’s a really important aspect of us.Rebecca Maxwell — And so think that unintentionally the mind is not considered distinctly and is maybe not seen as an object of brokenness and illness in the same way, right? Like we see, obviously we see if the pancreas doesn’t work properly, we have diabetes, right?Rich Birch — Right.Rebecca Maxwell — Or we get cancer and obviously that’s not our fault. But the mind is the thing we have the most control over. And so think people think that that’s just a sin issue. You just need to stop or do something differently. And we don’t have the full understanding, especially because science is still understanding the interplay between the mind and the physical brain… Rich Birch — Right. Rebecca Maxwell — …and how they interact with each other. And so I just don’t think a lot of people have kind of caught up with understanding that, you know, that is a distinct part of self that can be broken, just like the body can be broken.Rich Birch — Right. Just like having a broken leg or whatever. Rebecca Maxwell — Right.Rich Birch — Yeah, and that I think that’s a great that is a great transition to, you’ve actually written a book on this that I’d love to unpack a little bit. You use this you know whole self integration—heart, soul, mind, and strength. It’s kind of at the core of what you’re talking about. Why don’t you walk us through that framework a little bit more? The book we’re talking about is “Jesus and Your Mental Health: Linking God’s Word and Modern Science to Find Peace about Mental Health”.Rich Birch — I would love people to pick up copies of this. We’ll get to that in a bit, but kind of unpack how that those four inform the framework of the conversation in this book.Rebecca Maxwell — Yeah, so it’s really like setting our thinking on holistic health and putting mental health right inside the framework of whole self. So we do things to, we do things to help our physical health and our spiritual health and our relational health. And so we probably ought to be thinking about the health of our mind. You know, again, it’s mentioned 180 times plus in the New Testament.Rich Birch — Wow.Rebecca Maxwell — So it must be pretty important, this renewing of our mind and how we go about that. And this idea that we’re integrated. So our mind impacts our body, impacts our soul, and our soul impacts our body, impacts our mind, impacts our relationships. Like it’s all integrated. Rich Birch — Right.Rebecca Maxwell — And we can utilize some of the healthy habits of the other three parts to help our mind. And we can utilize this thing we have control over our mind to impact the other parts of self. And we know this just anecdotally in our own lives, right? Like very simple things like when my dad taught me to throw a softball, he had me point at the target and direct my body… Rich Birch — Right. Rebecca Maxwell — …and my mind and my eyes in that direction. And then the ball went there. Rich Birch — Right. Rebecca Maxwell — Well, we can use that concept, you know, in all of mental health, you know, where we direct our mind, the rest of us follows.Rebecca Maxwell — And so really just understanding that integration and how we can use it for the common good and not, not separating this mental health and continuing to stigmatize it as, you know, sin just a sin problem. I think that’s where we go wrong, is that if you have and a malady of the mind, it’s really a sin problem. Sometimes it is. Rich Birch — Right, right. Rebecca Maxwell — But it’s a little more complicated than that as well.Rich Birch — Right. Yeah, it it seems like there’s a false dichotomy in a lot of leaders’ minds around, um well, it’s exactly were talking about, Bible and psychology, Bible and therapy. Like there’s there’s like those two things can’t interact with each other. Which which side of that equation do you experience more? Like, is it more from like church leaders that are skeptical or is it more from maybe leaders who are from outside the church who you’ve mentioned this already, who don’t pursue kind of the spiritual conversation? Which of those do you see? Cause I can see it from both sides where I’m like, oh, I could see on both sides of that conversation.Rebecca Maxwell — Absolutely.Rich Birch — People are like, and then we’re not meeting in the middle. And that’s why it’s great that you exist and why your organization exists. So, uh, talk to us about where do you see the pressure more from?Rebecca Maxwell — I really see it on both sides, honestly… Rich Birch — Right, right. Rebecca Maxwell — …just kind of like you’re describing, you know. Secular psychology really wants to leave out, you know, spirituality and um any, any, really any firm truth, you know, absolute truth.Rich Birch — Right, right.Rebecca Maxwell — And then the church, because of that, a lot of times just in general, we’ll be like, well, we got to throw all of that away because it’s not useful at all.Rich Birch — Right, overreact.Rebecca Maxwell — And I just, I don’t, I don’t think that’s helpful. We, we utilize science, scientific concepts in our everyday life. And so we, you know, we need to find the the good and the truth in what, you know, research based psychological science is showing us because there is some common good there, just like there is in, you know, other discover scientific discoveries.Rich Birch — Well, I I think this is a great resource. I’m so glad you’ve put this book together. And I’d love to talk about how you could see it being used. I know for me, and we’ll link in the show notes actually to a sample of the book. So you can, you don’t even have to buy anything. Just look at the sample to start before you buy it. I so I thought this could be a great resource for us as like a staff team to read through as kind of like a, hey, here’s like a primer on some of these issues for us to be thinking about, even just to kind of frame the conversation to be thinking about these things.Rich Birch — Who are you picturing as you put this together? What’s what’s your kind of vision for how you hope this resource will be used by churches?Rebecca Maxwell — Yeah. When I wrote the book, I was picturing someone kind of like me and my friends who are, you know, love the Lord, love their families, are trying to help their families live in health in all aspects of their life. And as I was writing it, what I realized with also some prompting of my pastor was that this could be a really great resource for equipping churches.Rebecca Maxwell — The very people that I wrote it for, the mamas, you know, in that are serving in the church and very involved, but also church staff and volunteer leaders, because what I’m trying to give people is really a grounding for how to think about mental health and mental illness from a suffering, you know putting it in like a suffering standpoint. And then equipping them with a ton of scripture to back up the understanding of the mind and the brain and how to have a healthy mind, what happens when the mind isn’t healthy and then some common both some common roots of mental illness, including trauma and family of origin issues, and then some, some really common problems in the area of mental health, anxiety, depression, grief, and loss, so that people can be equipped with a resource that they can hand to someone, or they can say, Hey, read chapter seven on anxiety… Rich Birch — Right. Rebecca Maxwell — …you know, and someone is going to get a biblical understanding of where anxiety shows up in the scripture. How Jesus shows up in that? What are some practical ways that psychological science gives us to deal with that? What does the Bible say about how to deal with that? And let’s kind of put all of these things together.Rebecca Maxwell — So they’re really going have both just under an understanding of grounding in mental health and also some practical ways to address those issues. And then really ending with like, hey, how do you know when you need more help than what this book can give you?Rich Birch — That’s good.Rebecca Maxwell — And how do you find the right person to help you?Rich Birch — Yeah, it’s fantastic. Yeah, there’s, you know, just even as I’m flipping through looking at the chapters, like just so much helpful stuff in here, identity and self-esteem. Who does Jesus say I am? Attachment. How did my childhood impact my relationship? Trauma. That’s a word we hear all the time. Rebecca Maxwell — Yeah.Rich Birch — Where is Jesus when that happened? And I think there’s just, this is gonna be so helpful for so many leaders to check out and and to and to use as a resource.Rich Birch — I think this is the kind of book, like you said, I could picture, hey, I got five copies of this and I’m gonna end up in a conversation where it’s maybe not somebody that’s in like an immediate crisis right now, but they maybe their kid is wrestling with these issues. And on top of, yes, I’ll meet with them, I’ll pray with them. And yes, here’s the list of counselors, but like, here’s a book to read as well to help you think through this. I think this could be incredibly helpful for people.Rebecca Maxwell — I hope so. Yeah.Rich Birch — Yeah, where where do where can people get, if they want to get copies of this book, where do we want to send them to pick up copies of this?Rebecca Maxwell — Yeah, anywhere books are sold online. So Amazon and Barnes and Noble, Walmart, Target, places like that. And folks can reach out to me about getting like bulk copies. Rich Birch — Oh, great.Rebecca Maxwell — They may already have places they get bulk books, but they can reach out to me to get that. I have some other resources like discussion guides that I am happy to give if people reach out to me – discussion guides and other just resources for folks that maybe, I’ve had a bunch of people reach out because they want to kind of do a book study with their disciple group or things like that.Rich Birch — Right. Rebecca Maxwell — So, you know, my goal really is to equip the church. I want the church to be the the trusted source where people can come to and begin a healing journey. And so I think this will help equip people in the church, both, you know, paid staff and lay leaders to to really help people.Rich Birch — If people want to reach out to you, where where do we want to, where do we do that? Where do we want them to do that to? To reach out to you?Rebecca Maxwell — Yeah, the best is probably my website, JesusAndYourMentalHealth.com.Rich Birch — Love it. That’s great. I want to talk about that trusted source idea that you just referenced there. This conversation is a conversation that’s happening in the broader culture. It’s just happening, right? Rebecca Maxwell — Yes. Rich Birch — Like it’s, you you know, you open up, I read The Economist all the time. Every week in The Economist, there’s some sort of article that is, if not directly talking about this, it’s connected to it. What happens when the church in general just stays silent on the mental health issues? What happens if we if we don’t engage this? Kind of inspire us a little bit.Rebecca Maxwell — Yeah, well, there’s a lot of noise. And so people are going to go to TikTok and Instagram and even ChatGPT…Rich Birch — Right. Yes.Rebecca Maxwell — …to get there their information. And they’re not always going to get biblically informed information. Rich Birch — Right. Rebecca Maxwell —And that’s why it’s so important that we’re equipped because people are coming to churches more and more for practical guidance on the stuff that they’re actually going through. Rich Birch — Yep.Rebecca Maxwell — And the Bible is not silent on the practical stuff. And so we want to be well-equipped to go to the scripture with them and to point them in the right direction and to give them some kind of guardrails and guidance for finding help. Otherwise, it’s like you’re kind of floating out in this sea of information. I wouldn’t even say knowledge or wisdom, but information.Rich Birch — Yes.Rebecca Maxwell — And you don’t really know where to anchor.Rich Birch — Bullet points. Checklist. Yes. Yes. Five steps to.Rebecca Maxwell — Right.Rich Birch — Yeah, that’s yeah, that’s ah yeah, that’s so good. It’s interesting on the AI thing. There’s but bunch of studies that have shown that’s really the primary use how people are using ChatGPT, particularly. They’re using it as like a counselor.Rebecca Maxwell — Yeah.Rich Birch — And um I I mean, there’s like that’s dangerous. So it’s incredible. Well, this has been a great conversation. Any kind of final words you’d say as we wrap up today’s discussion?Rebecca Maxwell — Yeah. You know, kind of, I think the thing I want to leave people with is a little bit of where we started in the beginning, which is managing crisis. Something that’s really, I think, important for anybody working with people is to get trained in how to prevent suicide. And there is a training called QPR instead of CPR. Rich Birch — Yeah, let tell us about this. Yeah, yeah, tell us about this. Yep.Rebecca Maxwell — It’s QPR question, persuade, respond. And it’s like an hour long, maybe 90 minute online training or anyone that works with people can be trained in how to basically do CPR for people that are having a mental health crisis that could literally save lives. And the skills that are taught in that are transferable to people that aren’t in crisis. Rebecca Maxwell — And so that’s the thing I mostly want to leave. Like there’s a lot of information to be found. And obviously I would love people to get my book, but I really want everyone that works with people to be trained in how to respond to people who are having a mental health crisis, how to know what to say, how to persuade them to get help. I think that, you know, we could, we’re, we could really save lives there.Rich Birch — Yeah, that’s, that’s, how do we go about finding QPR training? Like if we, I think this is, again, what a great takeaway. You’ve landed this great takeaway right here at the end, even for our staff teams. Let’s get that on our schedule. Rebecca Maxwell — Totally.Rich Birch — Like I I think about the people that are answering the phone at the church. I’m like, I was thinking about that earlier when you were talking about your assistant. I'm like, man, I want to make sure that they get the kind of training because, you know, I don’t want to fumble that ball. So where, where do we, where would people find training this QPR training?Rebecca Maxwell — Yeah. You can find them online. I think it’s qpr.org, but I’m kind of looking it up as we speak because I’m like, dang it, I should have had that reference.Rich Birch — Right. Yep. Sure. Yeah. Yeah. ahRebecca Maxwell — QPR.Rich Birch — No, no, that’s okay.Rebecca Maxwell — It’s QPR. qprinstitute.com Rich Birch — Perfect. QPR Institute.com. Rebecca Maxwell — qprinstitute.com Rich Birch — Great. Perfect. That’s, that’s fantastic. Well, Rebecca, I really appreciate you being on today and helping us serving us. I want to make sure folks, again, the name of that book is “Jesus and Your Mental Health: Linking God’s Word and Modern Science to Find Peace about Mental Health”. Grab that at Amazon or Barnes and Noble. We’ll put links in the show notes to that. We’ll put links in the show notes to your website, anywhere else we want to send them online so they can track with you or with the book?Rebecca Maxwell — Yeah, our our practice website is jacksonvillecounseling.net. Rich Birch — Perfect.Rebecca Maxwell — So we only really can practice in Florida, Texas, Colorado. That’s where we have.Rich Birch — Yes.Rebecca Maxwell — But we do have a blog, a mental health blog on there. I have a podcast called Jesus and Your Mental Health. So those are some other resources just, you know, to get more information about mental health concepts. You know, we all love a good podcast and bite-sized learning on something. Rich Birch — Yes.Rebecca Maxwell — So those are a couple couple couple extra things for folks.Rich Birch — Well, Rebecca, I appreciate you being here today. Thanks so much for being on the show.Rebecca Maxwell — Yeah. Thanks, Rich.

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

The Fastest Way to Find What's Slowing Your Growth[A 5-Minute Lead Leak Finder for Kingdom CEOs :: https://docs.google.com/document/d/199M7Aed9IYKBXDa-L_yew8iCkkOnoCLEKcM35ZqdBi4/edit?usp=sharing]Episode Description

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What does the research say about eating chicken after breast cancer? It depends on which research you read. One study may tell you one thing (chicken = bad), while another study says something completely different (chicken = uncertain). I know how frustrating that is for you, not to mention, it does nothing to help you feel peaceful about. . .chicken! In this episode I go to my trusted sources to parse the chicken data, then share it with you to give you peace of mind and confidence. Wondering about adding chicken to your peaceful plate? You need the info I share in this episode!After today's episode you'll understand: The key finding with a connection to chicken where there's an indication of a link to breast cancerThree elements that may influence the effects of including chicken in your dietThe role of protein in your body_____________________________________________________Click here to get my FREE guide 5 Foods Survivors Should EatFollow me on Instagram @hormone.breastcancer.dietitian

Wondering how I stopped drinking after trying to moderate for years? "Have I got a story for you!" says Michele. She ran a business, raised her daughter, kept things moving — and drank every night in a relationship where no one questioned it. Then the pandemic stripped away her structure, her purpose, and everything that had kept things manageable. She tried cutting back. She tried understanding it. Nothing stuck — until This Naked Mind gave her something willpower alone never could: a real understanding of what alcohol was doing to her, and the freedom to simply stop wanting it. Michele and Coach Cole discuss: How a functional habit quietly grew through a painful breakup, pandemic isolation, and lost purpose Why Michele spent her first year using This Naked Mind while still trying to moderate — and what finally changed The hospitalization that became her line in the sand How This Naked Mind helped her understand what alcohol was actually doing to her body and brain How shame became the thing that made drinking impossible to continue Reframing her hardest moments as the reason her daughter now has a fully present mom ADHD, generational patterns, and why "why can I stop sometimes but not others?" finally has an answer And more on identity, community, and what it means to find your own path to alcohol freedom… Episode links: nakedmindpath.com Related Episodes: Is Drinking In Moderation Possible? | Reader Question | EP 08 - https://thisnakedmind.com/ep-08-reader-question-moderation-possible/ Using Alcohol To Treat Adult ADHD | Amy's Naked Life | EP800 - https://thisnakedmind.com/using-alcohol-to-treat-adult-adhd-amys-naked-life-e800/ I use alcohol to be a better wife and mother | Reader Question | EP 238 - https://thisnakedmind.com/ep-238-reader-question-i-use-alcohol-to-be-a-better-wife-and-mother/ Ready to take the next step on your journey?  Visit https://learn.thisnakedmind.com/podcast-resources for free resources, programs, and more. Until next week, stay curious! This episode is sponsored by BetterHelp, Green Chef, OSEA, Quince, and Shopify. BetterHelp: BetterHelp is offering our listeners 10% off at betterhelp.com/nakedmind  Green Chef: Green Chef is offering 50% off your first month, then 20% off for two months at greenchef.com/nakedmind use code NAKEDMIND. OSEA: Get 10% off of your first order sitewide with code NAKEDMIND at OSEAMalibu.com Quince: get free shipping and 365-day returns at quince.com/naked Shopify: Sign up for $1 month trial at shopify.com/mind

Celebrating the Power of Inner Knowing and Witnessing: A Commencement Reflection In this episode, Bill Kirst shares a deeply personal story stemming from his own journey of trusting inner knowing, the significance of witnessing others' moments of achievement, and the profound impact these experiences have on our lives. If you've ever hesitated to step into your purpose or doubted your ability to influence others positively, this episode offers clarity and inspiration. In this episode: Bill's reflective story from his time as a student and how a gut instinct shaped his future The importance of trusting inner guidance even when it defies logic or societal expectations How the act of witnessing others' joys and struggles can transform our own perspective The significance of showing up with heart, especially in moments of celebration and transition Lessons on leadership and presence during meaningful stages like commencements The call to listen to your inner whisper, no matter how small or unconventional it seems Why sharing your story can be a gift to others, fostering connection and change The legacy of honoring memories and passing the torch of purpose Timestamps: 00:00 - Introduction: Reflecting during graduation season 00:05 - A personal story: trusting my inner knowing at Johns Hopkins University 01:08 - Childhood memory of making a bold decision based on intuition 02:09 - The emotional power of trusting your internal guide 03:27 - The impact of witnessing a significant event through graduation 04:24 - Being tapped to represent alumni and what it felt like 05:09 - Preparing with heart versus perfection for a commencement speech 06:13 - The importance of leading with authenticity and compassion 07:19 - Walking through graduation; reliving a 26-year-old memory 08:17 - The experience of being on stage and the significance of presence 09:02 - The emotion of graduation: pride, tears, and shared achievement 09:49 - Wondering about peers and their journeys since graduation 10:10 - Connecting beyond the stage—shared human experience 11:03 - Witnessing tears, pride, and bittersweet emotions 12:26 - Reflecting on the journey from a student to a speaker 13:25 - The emotional power of honoring dreams and memories 14:25 - Encouragement: Seize opportunities to speak and inspire 14:32 - Celebrating the class of 2026 and embracing inner whispers

Want more leads from YouTube Shorts? Wondering how to create YouTube Shorts that get more than a thousand views? I interview John Scott to discover techniques to produce YouTube Shorts that people will watch, rewatch, and share.What Marketers Need to Know About the Shorts FeedThe Audio-Visual-Text Hook FrameworkCuriosity LoopsObstacle + Solution StorytellingGuest: John Scott | Show Notes: socialmediaexaminer.com/719Review our show on Apple PodcastsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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

Wondering how to get booked on podcasts and turn those appearances into real business growth? In this episode, guest Lauren Najar breaks down her proven approach to crafting pitches that actually land, building genuine relationships through DMs, and leveraging every conversation into a client opportunity without feeling salesy.In this episode, you'll learn:How to craft a compelling podcast pitch that highlights your story and audience valueAuthentic DM strategies that nurture relationships and convert followers into clientsWhy batch recording is a game-changer for staying consistentHow local stories can make your podcast episodes more impactfulFollow Lauren on Instagram: https://www.instagram.com/laurennajar/Visit Lauren's Website: https://laurennajar.com/Let's Connect!Book Your Podcast Consultation Today: https://www.pivotballchange.com/servicesLaunch Your Podcast with Pivot Ball Change: https://www.pivotballchange.com/servicesFollow Pivot Ball Change on Instagram: https://www.instagram.com/pivotballchange/Visit Pivot Ball Change's Website: https://www.pivotballchange.com/

Send us Fan MailFeeling stuck with calorie tracking? Bored of the journey? Wondering if it's normal to feel awful at the beginning of weight loss? In this Weight Loss Q&A episode, I'm tackling four listener questions about consistency, burnout, mindset, and the emotional side of losing weight. We're talking practical strategies, relationship-with-food work, and why making things easier for yourself is not cheating.What I cover in this episode:• Tips for getting more consistent with calorie tracking when life feels chaotic • Why planning ahead and pre-portioning food can make a huge difference • How to handle busy days without falling into self-sabotage • The mindset shifts that make calorie tracking easier long-term • Why you do not have to track forever • The return of Gladys and the “brownie debate” • Why convenience foods are not the enemy during weight loss • A conversation about “clean eating” and food guilt • How to stop adding unnecessary pressure to an already hard journey • What to do when weight loss starts feeling boring or repetitive • Ways to refresh your journey without getting sidetracked • Looking beyond calories at fibre, hydration, nutrition, and movement • Why I am not anti-exercise and what I actually mean when I talk about movement • Is it normal to feel horrible at the beginning of weight loss? • My honest experience with the emotional side of starting over • Why the beginning can feel overwhelming and why that feeling will not last • The role of confidence, persistence, and proving people wrongWeight loss can get repetitive, frustrating, and emotionally exhausting. But boredom, discomfort, and even feeling awful at the beginning do not mean you are failing. Sometimes the best thing you can do is make things easier, quieter, and more manageable so you can keep showing up for yourself.Support the showThank you for your support. It helps me keep the podcast going. Looking for help on your weight loss journey?• My Membership Community Flamingo Forum! Join HERE• My Immersive Weight Loss Experience: Sustainable 7• My Cookbook 'Disruptor'• Free Guide ‘Getting Started for the Last Time'• Weight Loss Workbook Disruptor, find anywhere in the world on Amazon by searching “Disruptor Charlotte Skanes”•Get Started For The Last Time LIVE Webinar Replay Sign-Up - free Spread Sprinkle Pour worksheets WebsiteInstagramYoutubeFacebook

In this solo episode, Lindsey dives into the dating pattern so many of us secretly fall into but rarely admit: future tripping. From imagining a future with someone after one date to wondering if they could be “the one,” Lindsey reframes future tripping as something deeper than overthinking. Lindsey explores the psychology behind future tripping, the difference between intuition + anxiety in relationships, and how your nervous system often recognizes compatibility before your mind does. Lindsey also shares the powerful dating lessons she learned through years of being single. This episode is for anyone who's ever ignored their instincts, stayed too long because of someone's “potential,” or questioned what they truly want. Lindsey shares a new framework for dating rooted in self-trust, and understanding what your imagined future may be trying to tell you.  We also talk about: Why future tripping is actually rooted in neuroscience + attachment theory Signs you're confusing potential with reality Why “I can change them” is often a dangerous mindset The subtle difference between compromising + abandoning yourself Green flags that signal real emotional growth in a partner How to identify compatibility beyond chemistry and attraction What your imagined future reveals about your deepest desires + values Lindsey's personal dating stories before meeting her husband Sean Resources: Instagram: https://www.instagram.com/lindseysimcik/ Order our book, Almost 30: A Definitive Guide To A Life You Love For The Next Decade and Beyond, here: https://bit.ly/Almost30Book.  Sponsors: Chime | It just takes a few minutes to sign up. Head to https://www.Chime.com/ALMOST30. Ka'Chava | Go to https://www.kachava.com and use code ALMOST30 for 15% off your first order. Cozy Earth | Head to https://cozyearth.com and use code ALMOST30 for up to 20% off! And if you get a Post-Purchase Survey, make sure to let them know you heard about Cozy Earth right here!  Ritual | Don't settle for less than evidence-based support. Save 25% on your first month at https://www.Ritual.com/ALMOST30.  BetterHelp | This episode is brought to you by BetterHelp. Give online therapy a try at https://www.betterhelp.com/almost30 and get on your way to being your best self with 10% off your first month. Naturium | Give your skin the affordable, luxurious glow up it deserves. Go to Naturium.com/ALMOST30 for 10% off your first purchase today. To advertise on this podcast please email: partnerships@almost30.com. Learn More: https://almost30.com/about https://almost30.com/morningmicrodose https://almost30.com/book Join our community: https://facebook.com/Almost30podcast/groups https://instagram.com/almost30podcast https://tiktok.com/@almost30podcast https://youtube.com/Almost30Podcast Podcast disclaimer can be found by visiting: almost30.com/disclaimer.  Almost 30 is edited by Garett Symes and Isabella Vaccaro. Learn more about your ad choices. Visit megaphone.fm/adchoices

Link Up w/The Morning Sickness Digitally All Over:Instagram: @hms_98_official, @bosskupd, @bretvesely, @dickToledoX/Twitter: @HMSon98, @DickToledo, @bretveselyFacebook: @HMSKUPDYouTube: @hmspodcast9320, @98kupdRequest/Call in/Wakeup Song line:(IN AZ) 602.585.9800More HMS: holmbergpodcast.com, 98kupd.comEmail: dtoledo@98kupd.com, bvesely@98kupd.com, bbogen@98kupd.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Are you obsessed with post-workout soreness? Wondering if being sore means you're making true fitness gains? On this episode of the NASM CPT Podcast, award-winning personal trainer Rick Richey exposes the myths around muscle soreness, progress, and recovery in strength training. What you'll learn in this episode: ·      Why muscle soreness (DOMS) is NOT a true indicator of progress or muscle growth ·      The science behind inflammation, microtears, and pain after workouts ·      Recovery strategies for overcoming soreness and maximizing results ·      How overtraining and poor rest reduce your gains (plus warning signs) ·      Tips for personal trainers to keep clients motivated and coming back ·      Real stories and proven methods for training smarter, not harderWhether you're a fitness enthusiast, personal trainer, or just getting started, this episode will help you rethink your workout strategy and avoid common mistakes that lead to burnout, injury, and client dropout. If you like what you just consumed, leave us a 5-star review, and share this episode with a friend to help grow our NASM health and wellness community! The content shared in this podcast is solely for educational and entertainment purposes. It is not intended to be a substitute for professional advice, diagnosis, or treatment. Always seek out the guidance of your healthcare provider or other qualified professional. Any opinions expressed by guests and hosts are their own and do not necessarily reflect the views of NASM. Introducing NASM One, the membership for trainers and coaches. For just $35/mo., get unlimited access to over 300 continuing education courses, 50% off additional certifications and specializations, EDGE Trainer Pro all-in-one coaching app to grow your business, unlimited exam attempts and select waived fees. Stay on top of your game and ahead of the curve as a fitness professional with NASM One. Click here to learn more. https://bit.ly/4ddsgrm

Join host Norm Hitskas for an honest breakdown of why the Dallas Cowboys' 2024 schedule analysis is meaningless, plus an exclusive interview with Dallas Stars GM Jim Nill about their playoff disappointment and upcoming roster challenges. Nill discusses potential moves to re-sign key players like Jason Robertson within salary cap constraints, Jamie Benn's uncertain future, and Tyler Seguin's injury recovery timeline. The episode also covers why early NFL schedule predictions fail and examines the Rangers' survival through a tough start despite emerging red flags.

This controversial page turner is SO engaging. Find out why I think that's the case (from a literary perspective) while also allowing me to provide some forensic-style info as to the book's original shape (IT WAS MAYBE SEMI-UTOPIC!), what is actually going on in the assault scene (it's complicated) and what we might make of the ending. This lecture was SO fun (and weirdly short). Listen in now!

Link Up w/The Morning Sickness Digitally All Over:Instagram: @hms_98_official, @bosskupd, @bretvesely, @dickToledoX/Twitter: @HMSon98, @DickToledo, @bretveselyFacebook: @HMSKUPDYouTube: @hmspodcast9320, @98kupdRequest/Call in/Wakeup Song line:(IN AZ) 602.585.9800More HMS: holmbergpodcast.com, 98kupd.comEmail: dtoledo@98kupd.com, bvesely@98kupd.com, bbogen@98kupd.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us Fan MailThis episode is a really honest look at what's happening behind the scenes in my business right now, because I'm in the middle of a pretty big shift.If you've ever gone through one of those seasons where what used to work just doesn't feel right anymore, I think this will resonate.For the last decade, I've built my business as a done-for-you service provider. Branding, design, social media - this is work I love and will continue to do. But over time, I've realized that the way I support my clients has always gone so much deeper than the deliverables. And lately, that's been getting louder. Like so loud I can't ignore it. There's been this pull to step more fully into coaching and mentorship, to be more involved in the bigger picture of my clients' businesses, not just the execution.And I'll be honest, it's bringing up a lot.There have been moments over the last couple of weeks where I've genuinely questioned everything. Wondering if I'm making the right move, if I'm overcomplicating things, or if I should go back to what's easy and proven. There's a level of safety in staying where you are known, and stepping outside of that (even when it's aligned) can feel really uncomfortable.At the same time, I'm refining who I'm speaking to. I'm noticing patterns in the women I work with. So many of them are Gen X, 50+, incredibly experienced, capable, and completely over the noise of online business. They don't want to chase trends or be glued to their phones. They want something that feels sustainable, grounded, and aligned with the life they're living. And as I lean into that, there's also the fear of, “Am I excluding people?” or “Will this land the way I want it to?”And then there's the identity piece, which I think is the hardest part. Letting go of the version of yourself that you've been for so long...the one that built the business and allowing yourself to be seen in a new way. For me, that's moving out of “I'm just a designer” and really owning the depth of what I do. And if I'm being honest, that has been a huge stretch. There's been a level of hiding in the safety of my work, and this next chapter is asking me to show up more fully.The technical side of this shift - updating offers, systems, messaging is actually the easy part for me. What's been more challenging is the internal work. The mindset, the self-trust, the willingness to keep showing up even when it feels messy or uncertain. That's why I invested in support this year, and why I'll always believe in having someone in your corner during seasons like this.What I keep coming back to, and what I want to remind you of if you're in your own version of this, is that this kind of growth is temporary. It's uncomfortable, but it's also necessary. It's the space where you're stretching into something bigger, even if it doesn't feel fully formed yet.So if you've been feeling like what used to work isn't quite fitting anymore, or you're craving something deeper and more aligned but aren't exactly sure what that looks like yet, I just want you to know that you're not alone in that. This is what evolution actually looks like in real life - not polished, not perfect, but very real and very human.And if nothing else, I hope this gives you permission to keep going, even when it feels uncertain.Support the showIf you enjoyed this episode, subscribe wherever you are listening. Your iTunes reviews help the show impact more Magnetic Bosses just like you. Share this episode on IG and tag @calandra.martin so I can thank you personally! Start your FREE Honeybook trial and save 30% off your first year with my affiliate link. ✨  https://share.honeybook.com/magneticboss  

Father Sam Martin joins Patrick to discuss Confirmation (3:42) What is a sacrament? what is the matter form and minister of Confirmation? (18:54) Break 1 (20:09) What does it mean to be rightly disposed to Confirmation? Tim - Our protestant brothers and sisters...I've seen the holy spirit work through them. Wondering how the confirmation would seal and does it cover them? (38:48) Break 2 Angie - When choosing a sponsor, what's the criteria families are supposed to use? (43:05) Raphael - My son was confirmed a few years ago. Sponsor was not confirmed. Checked with pastor and he said it was ok. Later found that the guy is a 32nd degree mason. How does Confirmation help us to evangelize the world?

⏳ Why Is My Divorce Stuck in Court? | Los Angeles Divorce ⏳ Wondering why your divorce is stuck in court? Delays are more common than you think—and they're usually caused by paperwork issues or court processing times, not the filing itself.

When a client's motivation dips, nothing else survives the fall. Compliance drops. Consistency disappears. Effort fades. And without those three things, results become impossible — which circles right back to episode one's core fear: the client who isn't getting results.But here's what doesn't work: yelling louder. Making the program harder. Wondering why a fully employed adult with a family, a mortgage, and a calendar full of obligations isn't matching the energy you bring to the gym floor every day. We can't force motivation. What we can do is get curious, get empathetic, and get strategic.Big THANK YOU to our sponsors:- CoachRX - Hands down, the best platform for coaches. From building your intake & assessment processes to individual program design, invoicing and education, CoachRX has you covered. Get your first 30 days FREE - Try CoachRX- Performance Supplements - go to www.performance-supp.com & use the code smarterstrength at checkout to save 15% on your entire order (I'm a big fan of their Krea-Grow - everything you need to support high quality training sessions!)- AbMat - go to www.abmat.com & use the code drdavid at checkout to save 10% of your entire order (get a Zercher Pad - your elbows will thank you!)THE SOLUTION: THE THREE C'SDr. David Skolnik introduces a practical three-part framework for coaches dealing with unmotivated clients.Capacity — Before you adjust the program, adjust your lens. What does this client's life actually allow right now? Work stress, family obligations, sleep quality, caregiving responsibilities — all of it affects how much a person can bring to their training. Their capacity this month may look nothing like it did six months ago, and that's not failure. That's life. Your job is to meet them where they are.Clarity — Are you and your client still on the same page about what they're working toward — and does the current plan reflect that? Goals shift. Life changes fast. A well-designed 12-week block can become completely misaligned with a client's reality by week six. Rebuild the communication. Reclarify the target. Make sure the plan still makes sense for the person standing in front of you today.Core Values — Motivation comes and goes. Discipline fluctuates. But core values — the one or two fundamental qualities a person anchors their identity to — do not change. David draws on Brené Brown's Dare to Lead and the OPEX coaching method to make the case: when training is connected to a client's core values (health, accountability, integrity, service, freedom), it stops being optional. It becomes part of who they are.THE QUESTION THAT CHANGES EVERYTHINGEvery coach has been there: a client who says they want results but isn't doing the work. The instinct is to push. To confront. To ask "why aren't you trying harder?" David challenges coaches to reframe entirely — and ask instead: what is making this feel hard? That one shift lowers defensiveness, opens conversation, and gets directly to the root of the capacity, clarity, or values disconnect driving the motivation problem.RESOURCES Core Values List — Use it yourself first, then share it with clients.Dare to Lead by Brené Brown — Referenced for its framework on identifying and living by core values.CoachRx — The coaching platform David uses and recommends. Listeners get a 30-day free trial using the link in the show notes. Manage client programs, billing, goal setting, habit tracking, and communication all in one place.NEXT WEEK — EPISODE 3Clients who don't value coaching as much as they should — and what coaches are supposed to do about it.Want more content? Follow Dr. David on Instagram: @dr.davidskolnik.dpt

Wondering if your city has enough monthly rental demand to make a midterm rental worth it? In this episode, Furnished Finder Senior Product Manager Kristen James shares how landlords and real estate investors can use the updated Market Insights page to understand rental demand, pricing, tenant types, amenities, and local market opportunity before making their next move.If you are a landlord, real estate investor, entrepreneur or someone building looking to build cash flow through real estate investing, this episode will help you answer one of the biggest questions in midterm rentals: “Is my area a good fit?”Kristen walks us through why Furnished Finder redesigned the Market Insights page, how it shifted from basic stats to actionable market insights, and how landlords can use real demand signals to improve their rental strategy. You will learn how to compare traveler demand to available listings, check average rental rates by bedroom size, understand what tenant types are searching in your area, and make smarter decisions around amenities, pricing, and positioning.This is especially helpful if you are deciding whether to furnish a property, optimize an existing midterm rental, expand into a new market, or better understand who is searching for monthly rentals in your city.Check Monthly Rental Demand Nationwide:https://www.furnishedfinder.com/statsList Your Property on Furnished Finder:https://www.furnishedfinder.com/list-your-property Use code LLD10 for $10 off new listingsAirDNA + Furnished Finder Monthly Rental Report:https://www.furnishedfinder.com/resources/monthly-rental-market-trends-reportTimestamps0:00 Welcome to The Landlord Diaries, The Monthly Rentals Podcast1:15 Kristen James product background and Furnished Finder role3:30 Why Furnished Finder redesigned the Market Insights page4:45 How landlords can check average rental rates by bedroom size5:15 Is your city a good fit for monthly rentals?7:55 From inventory stats to real demand insights10:45 Key demand signals every monthly rental landlord should watch12:45 How new and existing landlords can use Market Insights15:55 How changing industries can shift tenant demand17:10 How to read the story of your rental market19:05 What is coming next for Furnished Finder Market Insights21:30 Rapid fire: swap jobs with someone at Furnished Finder23:25 Rapid fire: one skill the team uses every day The Landlord Diaries is brought to you by Furnished Finder, where you can list your property for one low price and pay zero booking fees.

One of the hardest parts of a senior-level job search is that after enough rejection, confusion starts to set in. You start questioning yourself.   Lowering your target. Wondering if maybe the market is just impossible right now.   Or you keep pushing harder with no real strategy.   But your results (or lack thereof) are data   And your data is telling you exactly where the breakdown is.   If you are tired of guessing…tired of wondering why the role still hasn't happened…   and want to know exactly what needs to change to land your Sr Director, VP, or C-Suite role once and for all.    FREE TRAINING Register for The Catapult Your Career Bootcamp (http://thecatapultbootcamp.com) WORK WITH US Join the Catapult Your Career Program (http://cycprogram.com) GET IN TOUCH Linkedin: https://www.linkedin.com/in/stellaodogwu/ Instagram: https://www.instagram.com/_intelle/ Email: contact@intelle.us Text: 949-519-4554

Feeling stuck in life? Going through the motions? Wondering why life feels empty? It's time to stop existing and start living more!In this episode of the Let's Talk About Mental Health podcast, I explore the difference between existing vs living and what happens when survival mode becomes your normal. If you've been feeling numb, flat, disconnected, or like you're just getting through each day, this episode is for you. I talk about why feeling stuck is often not just a motivation problem, and how to enjoy life more through simple and meaningful shifts that build momentum over time. This is an honest, practical conversation about how to stop feeling numb, how to get out of a rut, how to be more present, and how intentional living can help you change your life in realistic ways. So if you've been asking yourself how to enjoy life, how to be happy, how to start over, and how to stop existing and start living, or wondering why your purpose driven life feels so far away, this episode will help you understand what's really going on and how to start re-engaging with your life with more kindness, clarity, and self-respect. 

Link Up w/The Morning Sickness Digitally All Over:Instagram: @hms_98_official, @bosskupd, @bretvesely, @dickToledoX/Twitter: @HMSon98, @DickToledo, @bretveselyFacebook: @HMSKUPDYouTube: @hmspodcast9320, @98kupdRequest/Call in/Wakeup Song line:(IN AZ) 602.585.9800More HMS: holmbergpodcast.com, 98kupd.comEmail: dtoledo@98kupd.com, bvesely@98kupd.com, bbogen@98kupd.comSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Welcome back to another episode of the unSeminary podcast. Today we're joined by Aaron Graham, lead pastor of The District Church, a diverse and growing congregation in the heart of Washington, D.C. Founded in 2010 just a few miles from the White House, the church has become known for its global diversity—with people from more than 80 nations represented—and its commitment to living out the gospel for the good of the city. Are you noticing both spiritual curiosity and spiritual drift among people in your community? Wondering how to disciple people faithfully in a culture that increasingly pushes back against historic Christian orthodoxy? In this conversation, Aaron shares insights from his ministry context in D.C. and his new book Unshakable Faith: How to Stand Firm in a Culture of Lies, offering practical ways churches can respond to cultural pressure while forming resilient disciples from the next generation. A generation leaning in—and drifting away. // Aaron observes a striking tension among young adults today: some are pursuing faith with new seriousness, while others are quietly drifting away. Cities like Washington, D.C., attract highly educated young professionals who want to make a difference in the world through public service. Many are motivated by compassion and a desire to serve others, but they also face cultural pressures that can slowly reshape their beliefs. In Aaron's experience, this environment creates both incredible opportunities for ministry and real challenges in maintaining historic Christian faith. Some people are exploring spiritual questions deeply, while others disengage from church entirely through gradual spiritual drift. Understanding doubt, deconstruction, and denial. // Aaron encourages church leaders to distinguish between three different spiritual responses: doubt, deconstruction, and denial. Doubt is a natural part of faith—it involves uncertainty and questions that can ultimately strengthen belief when handled within a supportive community. Deconstruction, however, goes further by dismantling previously held beliefs. While some deconstruction may be necessary—especially when people have experienced unhealthy theology or spiritual abuse—it becomes dangerous when it happens in isolation without reconstructing a healthier biblical foundation. Denial is the final stage, where a person actively rejects core Christian beliefs. Recognizing these distinctions helps pastors respond with wisdom and compassion rather than assuming everyone wrestling with faith is in the same place. Creating space for honest questions. // One practical way The District Church engages doubt is through a summer series called “This Is My Story.” During this series, church members share short testimonies about their biggest spiritual questions and how God met them through those struggles and doubts. These stories normalize honest questions while showing that faith can deepen through wrestling with difficult issues. Instead of centering doubt itself, the church highlights the journey from questioning to deeper trust in God. This approach has been especially meaningful for newcomers, helping them see that the church is a place where people can wrestle honestly with faith while still moving toward spiritual maturity. Resisting the pull of cultural lies. // Aaron's book identifies several cultural narratives that quietly reshape Christian belief. One example is what he calls the “selective Christian”—someone who edits Scripture to match personal preferences or cultural expectations. When believers accept only the parts of the Bible that feel comfortable, the authority of Scripture slowly erodes. Over time, this selective approach strips the gospel of its transformative power. Aaron emphasizes that discipleship must include serious engagement with the whole Bible, even the passages that challenge modern assumptions. Returning to deep Bible engagement. // One of the most effective ways Aaron addresses cultural pressure is by encouraging consistent Bible engagement within the church. Through reading plans, group discussions, and teaching that emphasizes submission to Scripture rather than simply learning about it, believers begin to develop a more holistic faith. Interestingly, Aaron notes that people who deeply engage Scripture often become both more morally conservative and more socially liberal with deeper compassion toward others. Instead of fitting into political categories, they develop a kingdom perspective shaped by the teachings of Jesus. Holding together justice and biblical conviction. // Throughout his ministry, Aaron has worked extensively in justice initiatives, advocating for the poor and vulnerable. However, he has also seen many leaders abandon historic Christian beliefs while pursuing social justice causes. This experience convinced him that justice and biblical orthodoxy must remain connected. True justice flows naturally from a high view of Scripture and the lordship of Christ. When churches separate the two, they risk losing both their theological foundation and their long-term spiritual influence. To learn more about Aaron Graham's book Unshakable Faith: How to Stand Firm in a Culture of Lies, visit aarongrahamdc.com, where you can find resources, curriculum, and links to purchase the book. Plus, check out District Church at districtchurch.org. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Lastly, don't forget to subscribe to the podcast on iTunes, to get automatic updates every time a new episode goes live! Thank You to This Episode’s Sponsor: Risepointe Do you feel like your church’s or school's facility could be preventing growth? Are you frustrated or possibly overwhelmed at the thought of a complicated or costly building project? Are the limitations of your building becoming obstacles in the path of expanding your ministry? Have you ever felt that you could reach more people if only the facility was better suited to the community’s needs? Well, the team over at Risepointe can help! As former ministry staff and church leaders, they understand how to prioritize and help lead you to a place where the building is a ministry multiplier. Your mission should not be held back by your building. Their team of architects, interior designers and project managers have the professional experience to incorporate creative design solutions to help move YOUR mission forward. Check them out at risepointe.com and while you’re there, schedule a FREE call to explore possibilities for your needs, vision and future…Risepointe believes that God still uses spaces…and they're here to help. Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. Super excited that you have decided to tune in today. I know you got a lot going on this week and the fact that you would turn us on is just incredible. So we want to honor you for that. Thanks for doing that. Rich Birch — Today, we’re going to talk about some stuff that I know is applicable to all of us. It It’s the kind of conversation that we’re we’re wrestling with in all of our churches. And we also have a repeat guest, which you know does not happen that often at unSeminary. And you know when we have repeat guests, it means I really want you to hear them and hear what they have to say out. Rich Birch — Today we’re honored to have Aaron Graham with us. He is the lead pastor of of District Church. It was founded in 2010 in Washington, D.C. It’s a Christ-centered, culture-defining church. for transplants and natives. The church was born from a dream about what it would look like for a church to be, or to seek the peace of the city and to exist for the sake of Christ and for the good of the city.Rich Birch — So we’re really excited to have Aaron with us today. Aaron, welcome back to the podcast after a couple of years, but glad to you glad you decided to come back on. Appreciate that.Aaron Graham — Thanks, Rich, for having me and love what you guys are doing and how you’re practically helping church leaders like myself address problems we’re facing in our organizations and culture cultural contexts. Rich Birch — Kind of you to say that. Give us a bit of the District story for folks that, you know, my mom listens to every episode, but not everyone listens to every episode. But kind of to give us a bit of the District story and and talk a little bit about how you intersect with all of that.Aaron Graham — Yeah, we launched 15 years ago right in the heart of DC. We meet two miles north of the White House, and made up of mostly young adults becoming more intergenerational. But one of the things we’ve become known for is just our diversity. So there’s over 80 nations represented in the church. Last night at the newcomers dinner, there were 14 nations represented… Rich Birch — Wow.Aaron Graham — …and so just in that small little dinner. So that’s a real privilege we have of of doing that. We’re a church of life groups and just love what we’re doing right here in the heart of DC.Rich Birch — So good. I once heard a leader say that, you know, DC is full of young leaders, young people like, and, you know, the the whole thing that, you know, the main business will call it in DC is all run on the back of, you know, 20s and 30s who are making a huge difference. What have you noticed with reaching that? And I know, i know you’re, you’re, you’re, like you said there, you’re becoming a more diverse church and, you know, age-wise in all different ways. But let’s let’s kind of focus in on that kind of 20-somethings, 30-somethings. What have you been noticing with folks in that generation as it comes to faith and their relationship with Jesus and, you know, all of their kind of spiritual side? What’s what are some of the observations you’re seeing?Aaron Graham — Yeah, well, I think a lot of young adults are leaning into their faith more than ever. There’s a revival in so many ways happening among young people, but there’s also a lot of retreating and people drifting in their faith. And so we kind of find ourselves with people either leaning in like never before or leaning out like never before. And in a context like D.C., people move to D.C. to change the world. I mean, this is where you come.Rich Birch — Right.Aaron Graham — This is a city of public service. And so these are the Ivy League, educated top of their class. They move here. They land that that job at the U.S. Capitol working for a member of Congress or the White House or an agency whatever, an advocacy advocacy firm. Aaron Graham — And so what happens is it’s very highly educated people here. And highly educated people I’ve noticed have a deep care for those who are suffering. And they want to make a difference. That’s like what public service is all about. Rich Birch — Right. Aaron Graham — Like I want to help serve people. Rich Birch — Right.Aaron Graham — And like the government is supposed to exist to serve people. And so just that kind of love for neighbor. I want to help people out. And so D.C. is like a very politically progressive, highly educated city. And there’s a lot to draw upon with that because people are making a lot of sacrifices. But it does come with some problems, mainly people drifting from biblical orthodoxy, the historic Christian faith that has been handed down to us.Rich Birch — Yeah, I, so I’m Canadian for folks that are listening in and don’t know that I lived in the States for a bunch of years. We lived in New Jersey. And I remember the first time I visited D.C. as a Canadian, I felt patriotic for America. I was like, man, this place is unbelievable. Aaron Graham — Yeah. Yeah. Rich Birch — I’m like, you know, and obviously I was just there as a tourist and actually we’re visiting some friends and we got the tour of the Capitol, one of these like behind the scenes, let me put you behind the velvet rope. And I was like, this place is unreal. Like what a, what a place to serve and… Aaron Graham — Yeah. Rich Birch — …it has that kind of feeling of, you know, while people are are coming to change the world really in a positive way. I’d love to kind of focus in on this as you talk about people that are leaning, you know, leaning back, leaning away, drifting from their faith, drifting from orthodoxy. You know, we’ve we’ve heard a lot about even the kind of deconstructing movement and that, you know, there’s, it is an interesting time we live in, spiritually, because these are like two realities that are kind of happening at the same time, people leaning in and leaning back.Rich Birch — What are some of those common assumptions that you’ve noticed for people who are leaning back from, from, like you say, an Orthodox Christian faith?Aaron Graham — Yeah, absolutely. I think one is just, we’ve we’ve heard this, but just church hurt. I think scandals and hypocrisy in the church among leaders is kind of at least at an all time high of what we’re hearing about right now. And so because we’re so tapped into the news and online, I think most people are very aware, if they haven’t had a bad experience, they know somebody who has been been hurt by a religious leader or by you know a church leader. And it’s sort of like, you know we always hear the bad examples, right? Aaron Graham — Like all the planes that arrive safely every day, you never hear about. But when when the one plane has some mechanical issues or has has a rough landing, you hear about it. And I think there’s so many just faithful pastors and church leaders out there that are doing awesome work. But unfortunately, we’re hearing about the, the, the bad apples. And there’s been a lot of them that have been reported on. So I think that influences people saying, do I really want to be a part of this? If it’s an option, do I? You know, so church hurt’s one of them. Aaron Graham — I think theological differences. I mean, this is the age of the church split and human sexuality is like front and center of that. Rich Birch — Right. Aaron Graham — But politics increasing these, these last few years or what side are you on and how do you interpret? So, so I think, political, theological differences. And then I think just like complacency, like just straight up spiritual drift. It’s not doctrine doctrinal. It’s not scandal. It’s just like, you know what? Like, it’s just easier not to go to church. Aaron Graham — It’s sort of the folks that left during COVID. It’s like, oh I’m going to watch online and then I’m not going to return to church. It’s just like that spiritual drift. So those are some themes I’m seeing, you know, right here in DC. And I’ve seen as a pattern and talking to other church leaders.Rich Birch — Yeah, that I’d love to kind of narrow in a little bit there on this tension between spiritual drift, like it’s the, you know, I’d rather watch football or whatever, you know, complacency. And then actually folks that are wrestling, honestly, that are asking questions and are are struggling. What have you seen? How how do you discern that how how does that? How does that work itself out? What have you learned about the difference between people who are in these kind of two categories?Aaron Graham — Yeah, I talk a lot about the difference between doubt, deconstruction, and denial. And I think it’s helpful to have these kind of three categories because it’s easy to just put everybody in the same category when they’re not dealing with the same thing.Aaron Graham — And so to doubt is to lack confidence, to be unsure about something. And that’s like part of what it means to be human, to have questions.Rich Birch — Right.Aaron Graham — Like we want to have churches where like youth and young adults can ask honest questions about human suffering and about questions they have theologically like that. You want people to be curious and it says in the book of Jude that we need to be merciful to those who doubt.Aaron Graham — And so we see that modeled in Jesus. But he ultimately calls us beyond our doubt. Like he doesn He doesn’t call us to like center our doubt. He calls us to walk by faith, not by doubt. And so we have to create space for that. But you know if a church is like, you know its mission statement is to just welcome doubters and then you center that, that’s actually not a very forward…Rich Birch — Right.Aaron Graham — …facing thing. Rich Birch — Right.Aaron Graham — And so, so, so we need to create space for doubt. And sometimes people, that’s just what they’re having. They’re are just having questions. Aaron Graham — I think deconstruction is a step beyond doubt and deconstruction is like when you are in the process of dismantling your beliefs. And sometimes there’s some beliefs that need to be dismantled because there’s like, you grew up in a church that had like really messed up theology. Rich Birch — Right. Yeah. Aaron Graham — Like you grew up in a cult or something. Rich Birch — Yeah. Aaron Graham — And you’re like, I’ve got to deconstruct this. Or like I experienced spiritual manipulation and I thought this is what it meant to honor a leader. Or I experienced abuse in some way. And so you have to kind of deconstruct that. The problem is a lot of people are deconstructing outside of the context of community or biblical community. And so they’re doing so in isolation and the enemy loves that. Like the enemy loves to isolate us. Aaron Graham — And so if you’re going to deconstruct something unhealthy, you have to reconstruct. And the problem is there’s been a lot of deconstruction without reconstructing. So so there’s doubt, there’s deconstruction, and then unhealthy deconstruction can lead to denial, right? This is Judas, right? This is like, I will not go with you. Rich Birch — rightAaron Graham — Like and so denial is like, is more active, where doubt is more passive, denial can be ah more more active. And I think it’s very dangerous. This is Jude saying, snatch them from the fire. You know, this is life or death type of thing. So.Rich Birch — Can we focus in a bit on the doubt piece for a second? What does that look like for you as a leader? Like, what are some practical ways that we can offer space for people who are, who do have legit doubts? And, you know, I get that there’s this tension of like, we don’t want to create just like, let’s all get around and talk about what we don’t know. But like, how how can we do that? Or how are you doing that at District? What’s that look like for you guys?Aaron Graham — We do a series every summer called This Is My Story, where I don’t preach for two weeks and we hear 10-minute testimonies from people in our church. So three 10-minute testimonies each week, and we select people in our church and then we coach them around how to prepare for it. And they share a question, their biggest question, their biggest doubt, their biggest struggle and how they’ve moved through that and how it’s actually enabled them to deepen their faith and not to deconstruct their faith.Aaron Graham — So it’s testimony time, but it’s structured around how they’ve moved through doubt. Because I think our biggest questions, for me as a child, it was why do kids die of preventable causes? Like it shapes so much of your calling if you process it in a healthy way. And so, yeah, so this is my story. And that’s just been really helpful. It gives the pastor a break. Rich Birch — Right. Aaron Graham — Sometimes I’m doing it when I’m on vacation. Rich Birch — Yeah. Aaron Graham — So allows me to step out, but it also allows leaders. And so what it does in terms of formation in the congregation is we’re actually moving the date this year to be when most newcomers come at the end of August. Rich Birch — That’s cool.Aaron Graham — Because it’s been so popular with newcomers. Cause they’re like, Oh, I see myself in this church. Like, Oh, you have questions too. I have questions. But once again, it’s not like I’m centering that doubt or that question at the end of the day. So, so that’s, that’s one thing practically, you know, we’ve done.Rich Birch — Yeah, that’s cool. I love that. And, you know, there there was a time in the generation before me where, yeah, it was like, you don’t acknowledge any of that, right? It’s like, you don’t, you can’t ask any of those questions. Cause that, that is it’s like, just asking the question is going to, it’s like something bad is going to happen. I worked for a long time for a lead pastor that did open forum Q and A after every single message. So every single message you would say, Hey, like, is there anything, have any questions about anything I said or left unsaid? And similarly, it, it created a culture where, people kept you honest as a preacher. I hated it when I spoke. I was like, gosh, because you know, like any question? Aaron Graham — Totally.Rich Birch — But it did create a culture where like, hey, it’s okay to ask, right? It’s okay to to explore for sure.Aaron Graham — Yeah, that’s great.Rich Birch — Yeah, that’s interesting.Aaron Graham — I love it.Rich Birch — So getting back to this whole idea, you know, doubt, discernment, denial, at some point, you know, you’ve started to see some patterns in the culture around us, some recurring themes that you’ve seen. And actually you package these into a book that I want to make sure people, I actually think it’d be a really helpful tool for folks. But and so no, I’m not just trying to sell books, but I do think it’s a helpful thing. Help us talk through, so tell us about the book and how is it set up? What is the framework for it?Aaron Graham — Yeah, so the new book’s called Unshakable Faith: How to Stand Firm in a Culture of Lies. And for me, it really came about from trying to see this pattern of so many people slowly drifting from their faith and saying, how do we prevent this as pastors?Aaron Graham — Like, the if we don’t disciple our people, the world gladly will. And in some ways, they’re doing the world’s doing a better job…Rich Birch — Right.Aaron Graham — …of discipling our people. And so what are these like subtle lies that people are believing that is causing people to, you know, not lean into their faith. And I’ve just seen it like in the urban center here, I’ve just seen so many well-intentioned, highly educated, sometimes often sincere people just drift.Aaron Graham — And so they’re no longer going to church. They’re not raising their kids in the faith. And so, yeah, I’ve just seen it over and over. And so I wrote this book in response to that. And honestly, in so many ways, it’s a critique of what I what I call progressive Christianity. And I mean that theologically, not politically. But it’s it’s when someone reinterprets Scripture, the historic teachings of Scripture, to make it more comfortable or palatable to the current culture.Aaron Graham — It’s it’s like emphasizing relevance over faithfulness. And so what I’ve seen so often over and over is that oh, this isn’t just a conversation around human sexuality or progressive Christianity. Progressive Christianity is becoming a layover to post-Christianity for so many people. And so I just began to say, okay, is this new thing? Oh, it’s actually not new. It’s not in the last like 20 years.Aaron Graham — This has been happening for like 500 years since the enlightenment where you know progressive Christians, or however they’re labeled, end up denying the miraculous. And then denying at the core the resurrection of Jesus Christ, which is like the very core of our faith. Rich Birch — Right.Aaron Graham — I was like, this isn’t just a conversation around human sexuality, which is where it started with the newcomer. This is, you know, or with the leader, even in the church, this is about something much more deep.Aaron Graham — And so that’s when I just began to pray in this and and just say, what are the patterns that I’m seeing? What are these lies that people are often like well-meaning, but believing? And how is that compromising our ability to call people to faith, but also help make disciples. So.Rich Birch — Is there, I think, friends, I had a chance to sneak peek at this book and I think it could be a great resource for many of our churches. It could be a great kind of small group discussion, a great leadership book. I think it could be a fantastic thing for us to do with our leadership team together wrestling through these these issues. so We’re not going to be able to cover all of it, but what would you say maybe one of these pernicious subtle lies that you see is prevailing? It it’s it it pops up all the time. Help us unpack one of those.Aaron Graham — Yeah, sure. So one of them I talk about is the selective Christian, the person who edits scripture to fit preferences rather than engaging in the whole word of God. And you know, Jim Wallace, who is a well-known social justice advocate in the 70s, when he was at Trinity Evangelical Seminary, got together with some friends, and they went through the Bible and they cut up every reference in the Bible to the poor, or to the widow, the orphan. And there’s like 2000 verses in the Bible about about that. And he would go around and he’d hold up a Bible and he’d say, this is the Bible we have in in America. It’s a Bible full of holes because we’ve neglected the call to justice and the call to care for the poor.Aaron Graham — Well, I’m seeing that same thing happen in this next generation around some other core doctrine, around human depravity, around human sexuality, around gender and marriage and these other things that we don’t want to talk about. But what’s really at stake in so many ways is the authority of Scripture. And so we pick and choose what parts we want to believe. And then we strip the gospel of its saving power because we’ve only chosen to believe the parts that are the most acceptable to us and our friends in this cultural moment. That’s just a really dangerous way to not be formed in our faith.Rich Birch — Yeah. And, you know, I think we’ve, you can see that in how, you know, we handle scripture. I think one of the dangers that we face as preachers, we did a study where we looked at common passages that people were using over a couple years in churches. And we found that, you know, it’s not surprising, right? People come back to like the same passages time and time again, because I think we are trying to, even if it’s not if it’s not a like a willful decision, we just kind of drift in that direction of like, hey, well, I’m just not going to talk about that because I just am not sure what to say. Rich Birch — How how do you fight this in yourself, in the church around you? Because you know you are a winsome leader. You’re a church full of grace. You’re trying to actually interact with the culture. You’re not running for the hills. You’re not like, you know, putting your head in the sand kind of thing. How, how do you, how does not being a selective Christian work itself out in, in your world?Aaron Graham — Yeah, so one of the things I’m trying to really emphasize in our church is like Bible engagement. It seems like so 101, but it’s like, guys, we got to read our Bibles. Rich Birch — Yeah, no, absolutely. Aaron Graham — And so it’s like you know Bible in a year kind of plans, getting as many groups together. I lead a group on on Bible in a year, and it’s like, let’s read the whole Bible and let’s like struggle with these passages and talking about it and like, let’s see the power of the word of God.Aaron Graham — And so, you know, there’s a lot of research that shows that people who engage with the Bible have like measurable differences in their life. And one of the things is that when you actually engage in not in reading the Bible, but actually submitting yourself to it, you become both more liberal and conservative. Because you you you become more morally conservative and you become more socially liberal, like in caring for the needs of others. And so you just break out of these categories.Aaron Graham — And for somebody like you in Canada, that’s not in the US, like, it’s kind of crazy how we get polarized in the U.S. over certain things that that global Christians don’t get as as polarized on in some ways.Rich Birch — Right.Aaron Graham — And so I think that’s one of the things that I’ve seen a lot of fruit in is like, hey, we’re going to be at a church that’s about the word of God. We’re going to teach the word of God. We’re going to sit under its authority even when it’s uncomfortable.Aaron Graham — And I find even in very progressive cities like D.C., people hunger for biblical teaching.Even if they they don’t agree with it all, they’ll come listen to it because they’re looking for something that’s different than what they’re hearing everywhere else where it’s like affirm, affirm, affirm everything. It’s like, I wanna be called to something higher, something that’s bigger than me, that’s more historic than me. So as it relates to being a selective Christian, I think just simple Bible engagement and really putting effort in that has is has borne a lot of fruit.Rich Birch — Yeah, that’s cool. I know my lead pastor has been saying the same thing for the last few years. And I would I would echo this. I think this has been, this is a very unique season where I think in general, the culture is leaning in and asking the question, what is it about this? And, you know, Jeff, my lead pastor makes the joke. He’s like this, you see this rippling it all in all parts of culture. There’s you know one of the outcomes of the fact that things are so kind of changing all the time, we’re we’re obsessed with the you know the latest trend or whatever, is people want things that have been true for a long time. They’re and it’s why are people putting chickens in their backyards? And what is it with all the sourdough? Like, why does that stuff, why is that resonating? Rich Birch — There’s a connection to this so, you know, similar kind of cultural issue that we’re saying here with scripture, where it’s like, I’m intrigued by the Bible. I want to learn about that because that’s it something we’ve been telling each other these stories for thousands of years. And how does that apply to our lives? Let’s not miss that moment, church leaders, and not actually give them what they’re what they’re looking for. So yeah, that’s that’s interesting.Aaron Graham — Absolutely. I think the devil really overplayed his hand as it relates to secular culture. Meaning, secular culture meaning it’s defined itself in opposition to the church with a message of the more personal freedom you have, the more autonomy you have, the more the happier you’ll be. And Gen Z is waking up and being like…Rich Birch — That’s not true. Yeah.Aaron Graham — …no, this is not fulfilling. I want something more historic and rooted. And that’s, I think, one of the things that’s leading a lot of people to come into the church right now in this generation. They’re just saying, I’m hungry for God. And I don’t think that just having more freedom and flexibility is the answer.Aaron Graham — It’s like so somebody just gave their life to Jesus on Sunday, came to the newcomer’s dinner last night, and he’s like, what do I need to do next? And and you know and I gave it to him hard. I was like, it’s not just about praying a prayer. You prayed that, praise the Lord, and you’re going to baptized and you’re doing a Rooted group and all this. But it’s like, what in your life, in your relationships in your work, like you need to cut some things off, like repentance, like change directions. And he’s like, yeah, like, tell me more. You know, he’s like leaning in.Rich Birch — Yeah, yeah.Aaron Graham — Like, I think people want to be led, like in love, but they want to be led. Rich Birch — Yeah.Aaron Graham — It’s not just like choose your own adventure.Rich Birch — Yeah.Aaron Graham — That’s not helping this generation.Rich Birch — Yeah, that’s so true. I would echo that. You know, it does feel like we’ve come to the end of secular humanism. And and I remember a time when I first started ministry, I was like, well, it sure seems that that’s working. Aaron Graham — Yeah. Rich Birch — Like, it’s just so dominant, but it feels like there’s this collective like, well, that didn’t work. So. Rich Birch — What was that what’s another lie that we, again, we’re not gonna able to get to all of them. So don’t worry, friends. And we, you know, you’re gonna have to read the book. But what’s another one that that has bubbled up that’s been, you know particularly intriguing as you’ve interacted with people around it?Aaron Graham — Yeah, um there’s there’s so many different ones, but I think um one of them is the divisive influencer. This is the seventh lie, so I’ll kind of take it to the the end of the book here. But the divisive influencer is really growing right now. It’s somebody who kind of mirrors cancel culture instead of practicing radical forgiveness and grace. Aaron Graham — And so we see a lot of political polarization right now. We feel it in our families. We feel it in our churches where it’s like you’re coming for a holiday meal and it’s like, it’s this tension underneath. We feel it in life groups and it’s like, how do we navigate this? And so that’s that’s one of the ones that, you know, being in DC the political…Rich Birch — Yeah, it was gonna that was going to be my follow-up. I’m like, wait a second. Isn’t that the bread and butter of the people you work with?Aaron Graham — Yes. And honestly, people, when they come to church, even in DC, they don’t want to like enter into an echo chamber. They want to be formed. They want to go upstream. They want to hear the word of the Lord.Aaron Graham — And so I think that one of the things as it relates to this, like cancel culture and like the solution to that obviously is like Jesus, it’s like, love your enemies, forgive those who persecute you. Like actually when you lean into relationships with people who are different, like that’s that’s how you you grow.Aaron Graham — And so whenever we’re dealing with an issue, like whatever, some issues in the news, and it’s like, oh, what should should we what should we include in our prayer? Do we need to talk about that in the sermon? And you know you’re getting pressure from certain people to do that. One of the things I’ve realized is that if we haven’t gone upstream as church leaders, and taught our congregation the biblical call around poverty or abortion or immigration or whatever, then when it pops up in the news, we get very reactive and people interpret that through their political lens. They’ve already made their mind up.Aaron Graham — And so some pastors are playing on this and you can kind of grow your church, like you’ll lose 10%, but grow 40% because you kind of lean into that predictable division.Rich Birch — Yep.Aaron Graham — But I think that one of the the calls of of Jesus is like, how do we we go upstream so you can form people to say, hey, we have to engage in poverty. We have to… But like two Christians can agree on addressing something like abortion, poverty, you know justice, and disagree which policy solution will be the best. And so we should have that kind of diversity our church.Aaron Graham — That’s what’s made our nation great is having that level of diversity. And I think we need to model that out in the church, not just our racial and ethnic diversity but I think our political diversity is increasingly important and it’s not to say that each side is like morally equivalent on each issue. I think some parties are way better on certain issues than others. But I think we have to really lean into this forgiveness and not lean into this radical divisive influencer even though that kind of posture may be rewarded online. And this next generation is, I think a high percentage of them want to be influencers online. So there’s ah a great temptation to kind of lean into that. But it’s like, what does Jesus teach us around that?Rich Birch — Right. Yeah, that’s so good. Yeah, I think you’re calling out of something that we you know definitely see. And there’s ah even ah ah this kind of return of particularly young men back to church. There’s some of that that I’m not sure is is actually positive where it’s it’s leaning towards. It’s a it is a very politically charged kind of faith that to me doesn’t read Jesus. It or it’s a it’s just one aspect maybe of of of Jesus. So that’s interesting you’re calling that out for sure.Rich Birch — Off-roading a little bit on a similar topic, one of the things I find fascinating about you, about the church, about District, is that there was like this false dichotomy that’s set up in a lot of churches. It’s like, hey, you can either be a church that is has a high value on scripture, which you clearly do. Or you can be a church that is engaged in issues of development and justice in the world around you. You can’t do both of those. You can’t actually make a difference in the community around you, be cared, be care about the poor care about those things and also have a high view of scripture. I’m not saying that’s true. I’m saying there seems to be this popular notion out there. Your church seems to be doing both, trying to do both. Am I reading that correctly? Help me understand how, how you see those interacting with each other.Aaron Graham — Yeah, I’ve always been known the last 20 years in ministry as the justice guy, the one calling the church to engage in justice. And then I looked up around and saw so many of my justice friends had deconstructed their faith, were no longer pastoring churches, and their kids weren’t following Jesus. Rich Birch — Right.Aaron Graham — And I was like, something’s wrong. Because it’s like, oh, we’re trying to like care for the poor, but now we’ve lost our faith in the process. And the kids that we’re raising, we have no message for them other than just be tolerant and inclusive Christians. Like tolerant being tolerant and inclusive and loving is a great value. Jesus is the most loving person, but he called people to repentance and he called people to the to to the Father.Aaron Graham — And so I think that that’s always just been a a big value of ours is like the authority of scripture and the Lordship of Christ. And I think that leads to justice. Like, um and so I think it’s just being willing to stand alone. I’ve lost a lot of friendships over this. Not not just friendships. Not like I don’t talk to somebody, but just like colleagues in ministry, because there’s like theologically, like you just believe something that’s different. Like you’ve stepped outside of biblical orthodoxy.Aaron Graham — So I think we have to be, be willing to to stand alone. And i think we’re on the winning side. I think Jesus and justice, I think both those things go together. Rich Birch — Right.Aaron Graham — So I don’t think we’re crazy, but it is hard to hold them together when the political narratives are so forming and deceptive. And so it’s hard. It’s hard for me. I got a lot of flack for my theological positions in this city. but I think, you know, we got to be willing to stand alone.Rich Birch — Yeah. Very cool. Well, I want to, I think this could be a great book, as you were writing it. What were kind of what were you picturing your kind of ideal situation where it would land? Obviously you want lots of people to read it, but to me, I saw it. I was like the, when I, the sneak peek I looked into, I was like, man, this could be a great, I think a really good discussion starter in a leadership team. Are there other environments you think, Hey man, this could be really a great place to, you know, to use this resource.Aaron Graham — Yeah, the the the main person I’m writing to, and I hope a lot of people read it, but the main person is like a 23-year-old that graduates from college that has at least a nominal Christian faith. They have the intention to join a church when they move to the city and land their first job, but they are totally at risk of abandoning their faith unless they make some very clear decisions and are a part of a church that has made some really clear decisions around, we’re not going to believe these lies. We’re going to call them out, and we’re going intentionally disciple you away from being discipled by secular culture and disciple you around the Word of God. Aaron Graham — That’s my hope. You know If anybody that’s deconstructed comes back to faith, praise the Lord. Hallelujah.Rich Birch — Right. Yeah, that’s amazing.Aaron Graham — But I’m actually trying to do a prevention so that all the people who are coming to faith right now in this revival, that it falls on good ground. Because we have such a discipleship culture in our churches that is able to name and discern, first, and then name these lies and to help this next generation stand firm in the gospel. And so that’s that’s the subtitle of the the book is how to stand firm in a culture of lies.Aaron Graham — And for so long, we were trained in the church as church leaders to evangelize people who were like spiritually kind of curious and open, like kind of the seeker sensitive movement. That’s how like international, but I grew up as a missionary kid. So it’s like, we were trained to like share the gospel with people who like just needed to hear that there’s one God and that he loves you and that you can have a relationship with him.Aaron Graham — But now we’re trying to evangelize a post-Christian culture, which you know a lot about in Canada. And we’re learning more about here in in North America. And that culture actually is not just like ambivalent towards Christianity. It’s actually anti-Christian faith. Rich Birch — Right.Aaron Graham — They’re trying to evangelize us. And so if we just try to take the same approach where we’re just loving and let me give them a hug, see if they hug back, they’re actually winning. Rich Birch — Right.Aaron Graham — And so so so it’s like, how do we… how do we have a plan to say, you know what, we’re going to love the world. We’re going in the world, but not of the world. But it’s it’s like it’s a whole different, I can use that word on on this, ah the word here on this church leaders podcast. It’s a whole different missiology around how to engage in mission.Aaron Graham — And so, yeah, so I’m hoping that we reach the 20-something and I’m hoping that people talk about this. We wrote this and we have a small group video curriculum coming out as well, because we really want pastors who say, I want this culture in my church to be able to have people do it in groups, discuss it… Rich Birch — That’s great. Aaron Graham — …and be able to make these commitments before it becomes an even greater problem in our churches.Rich Birch — Yeah, that’s good. That’s a really vivid picture of, like you say, the 23 year old who’s moving to the city, um you know, who has some faith, but is is maybe at risk, I think is ah is ah is a vivid picture for all of us. And I would share, you didn’t actually say it this way, but I would share some concern with the swell towards faith. I don’t, who am I? Like the, obviously it’s an amazing thing that’s going on. Lots of people are taking steps toward Jesus. I’m not going to be the guy that’s like, that’s bad.Rich Birch — But I would say I’m concerned that we are a good steward of this moment, that it’s like, man, I have been waiting my entire ministry career for this to happen.Aaron Graham — Yeah.Rich Birch — And now, gosh, let’s not drop the ball. And I think your book could be a part of helping us think through and helping leaders and individuals think through this. So the name of the book is Unshakable Faith. And again, you said that: How to stand firm in a culture of lies. Where can people, look at that? There’s a shot of it. There’s got a beautiful front on. It’s very hip. I’m assuming we can get it at Amazon. Are there other places we should go to get copies of this?Aaron Graham — Everywhere books are sold so um if you go to aarongrahamDC.com—just my name aarongrahamDC (double meaning for District Church and DC of the the city of DC) aarongrahamDC.com —and then you’ll see the links to all the retailers on there, including Amazon, but all the different retailers Christianbook, Books-a-million, Barnes and Noble, all that. And so, yeah, you can you can grab a copy there, and we’d love to hear from you as well. You you can have a place where you can contact me on there.Rich Birch — Oh, that’s great. Perfect. We’ll put links to all of that in the show notes. And friends, like I say, if you’re a long-term listener, you know, we don’t actually typically have a lot of authors on, but I wanted to have Aaron on because I do think this is particularly poignant for us, I think, in in today’s culture. And I think it could be a thing that could really help your team, help, you know, people at your church, I think could be ah a really great resource for that. Rich Birch — As we wrap up today’s episode, any kind of final words you’d have for a church leader that’s wrestling in, that’s wrestling with these issues today is, is maybe feeling some of this tension around, you know, feeling compromised at the door kind of thing. Help us, help us as we wrap up today.Aaron Graham — Yeah, well, first off, just thanks for having me on and having me back, you know, as a repeat guest. That’s awesome. I love what you’re doing. Like I said, I learned so much from you. Some practical stuff is so great to hear all the different speakers that come on and and leaders. Aaron Graham — But yeah, no, I think the the the message that I want leaders church leaders to hear is that if you don’t run to this problem around what’s happening in our culture and how it’s affecting discipleship, this problem will get worse. And, and I think that one of the the challenges for me being in the belly of the beast in the heart of DC, I’m not just like DC, like, so I’m like in the heart with all these national leaders, very educated people, is that it’s sort of like a signal, kind of like downtown New York city is as well. It’s like a signal of where culture is going.Aaron Graham — And so if, if you don’t lean towards this conversation and learn, this problem will only grow in your church. And so while it might be uncomfortable for some of you based on, like if you’re like me and you’re wired as like a harmony person, like I don’t want to have disagreements on my staff or with my board or in my family conversation, like it will only get bigger and worse. So lean in and and take advantage of of resources from people who are writing about this, who have thought about it. And don’t be alone in this. Don’t try to be isolated in this conversation because there’s a lot of people who, even though you might feel alone where you’re pastoring or where you’re leading, there’s a lot of people who feel the same way you are. And so, so get connected in, in with them. So, so that’s, that’s what I’d say.Rich Birch — That’s great. Thanks so much, Aaron. Give us that website again where we want to send people to if they want to connect more directly with you or with the church.Aaron Graham — Yeah, just aarongrahamDC.com. And that’ll also link to our church website, districtchurch.org. And we’d love to have people visit us when you’re in DC, because like you said, DC is a fun city.Rich Birch — Love it. It is a fun city.Aaron Graham — It’s one of the best cities to 250th anniversary of DC. Lots of celebrations happening this year. Rich Birch — Yes, that’s true. Aaron Graham — So come in and see us. Rich Birch — It’ll be a big year. That’s great. Thanks so much. Appreciate being here today, sir. And we’ll have you back on sometime soon. Thanks for coming.Aaron Graham — Awesome. Thanks, Rich.

Wondering why she and her husband got into frequent spats while practicing competitive ballroom dancing led her to a career in social psychology with a focus on disagreements; not just on why and how we have them, but on how to turn them from toxic to constructive. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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I used to count quarters in my dorm room wondering if I belonged. Love My Colors is about the day I decided I did. Link in bio. https://www.amazon.com/Love-Colors-Cleanne-Lynn-Johnson-ebook/dp/B07XB1SFBQ/ref #selflovebook #healingjourney #collegelife #womenwhoheal #believeinyourself #innerstrength #selftalk #transformation #bookstagram #selfacceptance

482 - Thinking of planning your Disney vacation on your own? Wondering why you need a Travel Agent who actually knows Disney? Join Rob and Kerri on this episode where you will learn all about the difference between someone who can book your Disney vacation and someone who can truly plan it and why it could be the difference between a stressful trip and a magical one. Work with one of our specialists to plan your Disney vacation Whether you're planning your first Walt Disney World vacation or your tenth, this episode is packed with insider knowledge on how the right travel specialist can completely transform your experience — saving you time, money, and serious stress. In this episode, you'll learn: Why there's no such thing as a "Disney Travel Agent" — and what to look for instead Why Disney World is one of the most logistically complex vacations on the planet The difference between being booked and being prepared — and why that gap can make or break your trip What the  EarMarked by Disney Agency designation means and why it should be your first filter What the College of Disney Knowledge is and why training is just the starting point How a Disney specialist handles dining reservations, Lightning Lane strategy, resort selection, and park touring order — all tailored to your family What to do when things go wrong on vacation and why having a specialist in your corner changes everything 5 questions you must ask before hiring any travel agent who claims to specialize in Disney Why AI trip planning tools and DIY booking platforms will never replace firsthand specialist knowledge Rob & Kerri also react to a controversial Philadelphia ABC news story that encouraged viewers to use a travel agent for research — then book the trip themselves — and why that advice is both harmful and shortsighted. Perfect for: First-time Disney World visitors, families planning a Walt Disney World vacation, Disney fans looking for park tips and insider knowledge, and anyone searching for a true Disney vacation specialist.

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