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EP25: Alan Moore: Building a Talent Pipeline to Help Win NextGen Clients
27 Plays12 days ago
With the wealth transfer that's underway, serving NextGen clients and bringing in newer advisor talent may be key to achieving sustainable growth. But the way younger clients and advisors think about investing isn’t necessarily in line with how the industry has traditionally operated.
To meet the expectations of NextGen investors – and to make their firms appealing for the next generation of advisors – RIAs may need to move beyond a “business as usual” approach to talent management, according to Alan Moore, Co-Founder of the XY Planning Network.
In this episode of the Synergize podcast, Moore joins hosts Bill Coppel, Chief Client Growth Officer at TradePMR, and Ryan Neal, Senior Editor at TradePMR, to explore how RIAs may want to think about investing in next generation talent.
Listen as they explore:
● Ways to potentially attract, retain, and leverage an investment in newer talent
● How “fee-for-service” models can help build a bridge to the next generation
● What advisors should know about succession planning given today’s realities
Subscribe now, and connect with us on social media:
● YouTube
Get the transcript for this episode, with sources, at https://synergizepodcast.com/.
About Alan Moore, MS, CFP®
Alan is a co-founder of the XYPN, a support network for advisors looking to serve next-generation clients. He is also the CEO of AdvicePay, a payment processor for financial advisors.
Alan is a former Investment News “40 Under 40″ honoree and was recognized by Wealth Management as one of “The Ten to Watch in 2015.″ He has been quoted in publications including The Wall Street Journal, Forbes, and The New York Times.
Alan Moore and XYPN are not affiliates of TradePMR.
More About Alan:
LinkedIn: https://www.linkedin.com/in/ralanmoore/
Website: https://www.xyplanningnetwork.com/advisor-blog/author/alan-moore
If you want to join the conversation or connect with us, please visit us at synergizepodcast.com. This content is provided for general information purposes only. The views expressed by non-affiliated guest speakers are their own and do not necessarily reflect the opinion of TradePMR or its affiliates. TradePMR and its affiliates do not endorse any guest speakers or their companies and therefore give no assurances as to the quality of their products and services. This channel is not monitored by TradePMR. TradePMR does not provide investment advice, tax advice or legal advice. TradePMR is a member of FINRA and SIPC. TradePMR, Inc. is registered with the Securities and Exchange Commission {SEC) and the Municipal Securities Rulemaking Board (MSRB). TradePMR provides brokerage and account services to registered investment advisors. Custodial services provided by First Clearing. First Clearing is a trade name used by Wells Fargo Clearing Services, LLC, Member SIPC, a registered broker dealer and non-bank affiliate of Wells Fargo & Company. Copyright 2025. TradePMR, Inc. For a transcript of this episode with sources, visit synergizepodcast.com.
Trade-PMR, Inc. is a subsidiary of Robinhood Markets, Inc.
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Transcript
Introduction to Synergize
00:00:02
Speaker
Welcome to Synergize, unscripted conversations where we explore the evolving role of the financial advisor in an emerging AI-driven world.
Insights for RIAs and Future Industry Trends
00:00:13
Speaker
Join us as we bring together thought leaders across a range of disciplines and industry experts, sharing insights designed to help RIAs thrive in the industry of tomorrow.
Host Ryan Neal's Solo Episode
00:00:25
Speaker
Hello, I am Ryan Neal, senior editor at Trade PMR, a Robinhood company, and you are listening to the Synergize podcast. My co-host Bill Capel is traveling on business. I believe he's on his way currently to my home state of California.
00:00:40
Speaker
So I will be flying solo as the host this episode while he is flying across the country.
Opportunities for Advisors in Talent and Clients
00:00:45
Speaker
um But what we're going to be talking about today is the opportunity that advisors have to create a new talent pipeline, as well as attract new clients as they seek to build a firm that's growing and sustainable for the future.
00:00:59
Speaker
ah With the wealth transfer that's already underway that we've talked a lot about on this podcast, I'm sure all of our listeners have heard about. serving next-gen clients as well as bringing in younger, newer talent of advisors really is going to be key to sustain achieving that sustainable growth.
00:01:16
Speaker
But the world has changed, right? The way younger clients and younger advisors think and feel about money and investing is much different today and much different from how their parents did it. It's as different as the way they use their phones or consume media or really just about anything you can think of, right?
00:01:32
Speaker
ah Younger people are doing it much differently. So if REAs want to work with that next generation, or at the very least make their firms appealing for the next generation of advisors, it really just can't be business as usual.
00:01:44
Speaker
Something has got to change. um But we all know that's easier said than done. Change, we can talk about it. ah It's harder much harder to do it. And things as fundamental as like your business model may need to evolve if you want to make the economics work.
Innovative Fee Models: Charging by Income
00:01:59
Speaker
So my guest today, Alan Moore, is somebody who has tackled many of these issues head on. We like to say, think about 1% of income instead of 1% of assets. So if you only focus on assets, you know, again, the percentage of Americans with half a million or more in investable assets, waiting for an advisor to manage it is pretty small. So it's a really challenging marketplace.
00:02:21
Speaker
Alan and I have known each other for for many years. He is the co-founder of the XY Planning Network, a coalition made up of next generation financial advisors who are focused on serving a younger, digitally savvy client set.
00:02:34
Speaker
ah So if you want to learn more about Alan's background and experience, please refer to our show notes. And Alan, thanks for joining me good's Good to see you. Thanks, Ryan. Excited to be here. So I've written about XY Planning Network, which you founded with Michael Kitsis, ah what, about 10 years ago now?
00:02:51
Speaker
Coming up on 11 years next week, so. Nice, congratulations. um So I'm really familiar with with all the work that you guys have been doing. i've been to your conferences several times, but some of our advisors out there may not be familiar with you. So do you want to give us a quick rundown of XYPN and what you guys have built?
00:03:09
Speaker
Absolutely. So if we go way back in time to 2012, I was 25 years old and I launched my own fee-only RIA. And you know i had my own reasons for doing it, but ultimately I just wanted to be in control of my firm, my time, and and the clients that I worked with.
00:03:26
Speaker
And I got the question of, well, how are you going to find baby boomer millionaires to let you manage their money? And I said, I'm not, I don't know any baby boomer millionaires, but I know not lots of clients in their twenties, thirties, forties who are dealing with things I'm dealing with, getting married, getting divorced, having kids, buying houses, student loans,
00:03:42
Speaker
And I'll work with them. So then the the follow-up response was always, but they don't have enough money to pay you. like they don't have enough assets. and And that was true. They didn't have enough assets, but they did have income.
00:03:53
Speaker
And so it really felt like a business model problem, not a client problem. And so I launched my own firm to work with next-gen clients and i had some early success. And I immediately started getting calls from other advisors asking, how do you do compliance? How do you do marketing? What technology are you using?
00:04:09
Speaker
No one ever called me and asked me how to do a life insurance analysis. It wasn't technical. It was business. And and what I realized was, you know, the the professional designations like the CFP teach us how to do the work of being a financial planner.
00:04:22
Speaker
They do not teach us how to run a business of financial planning.
XY Planning Network's Unique Approach
00:04:26
Speaker
And so we launched XYPN in order to be that platform that helps supported advisors on the 80% that is running a business ah with their technology, their compliance, their, you know, insurance, all the things that that's sort of operationally necessary to run their business so that they can go out and spend their time working with clients.
00:04:46
Speaker
ah And we've grown, we're just over 2000 advisors now that are affiliated with, with XYPN that are ah dedicated to serving next gen clients. Nice. Well, thank you for that.
00:04:56
Speaker
So I guess we can just go right into sort of that model, right? Because that's maybe at the core of a lot of this is that AUM model. It's really dominated the RAA space for a while now. um But that really does necessitate you have to work with clients with a ah certain amount of wealth in order to make it work.
00:05:14
Speaker
um So what is the XYPN approach there? And I guess what can other advisors learn from that approach and and how it's been successful? Yeah, we like to say, think about 1% of income instead of 1% of assets.
00:05:28
Speaker
So if you only focus on assets, you know, again, the percentage of Americans with half a million or more in investable assets waiting for an advisor to manage it is pretty small. It's a really challenging marketplace. And so when I was starting my own firm, I said, well, I don't want to go head to head for this million dollar client with with this, you know, established firm. I want to work with a client who can't find, who can't get access to a financial planner.
00:05:49
Speaker
And, you know, but I remember my first client, she was an anesthesiologist making half a million dollars a year, but had no investable assets. And so other fee, uh, fee for service firms wouldn't work with her.
00:06:00
Speaker
And I'm over the moon. Cause I just charged her. i think at the time I was charging $5,000 for a year for financial planning. and And she was more than happy to spend 1% of her income on financial planning. Obviously I had to show value for that.
00:06:13
Speaker
And that was really when it clicked for me that we had ah a business model challenge, not a client challenge. There are so many consumers who are out there who have it can be substantial income, substantial net worth, but if their net worth is tied up in a small business or real estate or stock options, they don't have liquid assets for you to take 1% out of their AUM.
00:06:33
Speaker
And so, you know, when we started XYPN, it was a theory. It was a theory that clients would pay out of cash flow for financial planning. And ah we have proven that to be the case.
00:06:44
Speaker
Our advisors are building very successful businesses, working with clients on a fee-for-service basis. I also want to caveat that many of our advisors also do AUM. So people many times will say like, oh, you think AUM is
Business Models Tailored to Client Needs
00:06:56
Speaker
going away?
00:06:56
Speaker
Absolutely not. We think AUM m is here for the long run. ah We see fee-for-service as ah a bolt-on, as ah as ah something that you can add to your firm offering. It is not a replacement.
00:07:08
Speaker
Right, I think that's something ah that I've seen you know over the 10 years that I wrote about the industry as a reporter. um was it when when you When you guys kind of first came on the scene, and there seemed to be almost like a debate of fee-for-service versus AUM and versus commissions.
00:07:24
Speaker
um And it seems like that has sort of given way to more of a do the business model that best fits your clients. And to me, that's kind of just how it should be, right? Absolutely. Absolutely.
00:07:36
Speaker
Well, love that. And so something else I want to talk about was you talked about, you know, the idea of you can learn how to be an advisor, but don't necessarily learn how to run your business, which is a theme that's come up a lot on this podcast.
00:07:47
Speaker
um But also the industry, to use like a baseball analogy, doesn't really have like a farm team. So when we're trying to talk about getting next generation talent into this industry and and how much we needed the aging industry, right? a lot of advisors are leaving, not enough coming in to fill it.
00:08:02
Speaker
We've seen a lot about that. um What should firms be thinking about? What do they need to change in order to attract the next generation talent that are working at XYPN? um What about the approaches the industry have need to need to change? What do they need to reconsider?
Building a Firm for Young Talent
00:08:18
Speaker
I mean, I would encourage advisors to first be sure you are really clear on the type of business you want to build. If you just want to be a solo advisor for the rest of your career, you don't have to hire. Don't worry about having a farm team. You're solo. That's fine.
00:08:31
Speaker
So there's no should here. I like say, like, don't let me should. and Don't should on yourself. Don't let me should on you. Like, I'm not telling you you should hire. But I will tell you that I would like for you to figure out where do you want your business to go? Are you wanting to be solo? Do you want to be a small team? Do you want to be a mega firm, enterprise size firm?
00:08:47
Speaker
And that will dictate what you do here. Because if you want to be an enterprise firm with hundreds of advisors, you are going to have to have a much more robust training and development program. ah If you want to be midsize, you're going to have to have one, but you're not going to have the same resources to invest into it.
00:09:01
Speaker
And so the the areas that I encourage advisors to really think about is, you know, when when I go and speak at conferences and ask, and you know, who's who's hiring? a lot of hands go up. Who's struggling to find and retain talent? A lot of hands go up.
00:09:14
Speaker
And then I like say, who here has read a book on management or business culture in the last year? And no hands go up. And it's one of those things, like I catch myself as a parent. I'm like, yeah, when was the last time I read a parenting book on like how to be a better parent? And yet we just like struggle through that process.
00:09:31
Speaker
And so what what I see, and and we get a lot of folks who are joining XYPN who are leaving firms because the culture, the work culture is just awful. It's not a great place to work. They're not getting training and development. They're not getting support when life happens.
00:09:45
Speaker
ah They're not getting opportunities to be able to work with clients. Just their ideas aren't being heard. Whatever the thing is, ah you know, yeah we have some folks who will join and say, i I'm launching my own business to start a family.
00:09:57
Speaker
I'm like, that's the antithesis of entrepreneurship. You're supposed to go get a W-2 job with health insurance. And they say, yeah, but my last firm didn't support ah having me being a parent. They didn't have a parental leave policy.
00:10:08
Speaker
ah There was no flex time, those sorts of things. And so I had to start my own firm to be a parent. And I'm like, wow, that just that that speaks to the the strides we need to make as an industry in terms of being great employers that take care of our people that really support them in their life.
00:10:26
Speaker
So is the is the kind of de facto model still the the idea that yeah you maybe you come out of college, you get a low-level job at a big brokerage or or a wire house, and you you work your way up, you maybe get some clients, and then you go independent? Is that just kind of what we still expect people to do?
00:10:44
Speaker
Yeah, I would say, i mean, if you look at the statistics, the vast majority of folks are still getting hired by the companies with their name on the biggest building in the downtown of every major city, right? Like the the companies our parents could recognize, like that's that's where the majority of the jobs are. Now, that's also where the majority of the churn is.
00:11:01
Speaker
Sure. ah What we have seen, and it's happening slower than I would like, but these things just take time, and that is we are starting to see more and more career opportunities at sort of these smaller fee-only fiduciary-focused firms.
00:11:15
Speaker
ah The other area we are starting to see is sort of this hybrid of some of the the very large firms that are running business. ah that that have big financial planning divisions. You know, there are some companies that are hiring hundreds, if not thousands of CFPs every year.
00:11:30
Speaker
ah And those are companies that are starting, that sort of bridge this gap of they're able to hire folks when they're young, but not put business development expectations on them. Because that's really the problem is when you hire someone who's 22 and then expect them to bring in clients, that is a hard model.
00:11:46
Speaker
And so that's going to help bridge sort of ah this gap. But Uh, yeah, it is a challenge in terms of how do we, you know, not only attract the talent into our industry, but retain the talent because so often they have a bad experience and they leave the industry to go do something else.
00:12:01
Speaker
Gotcha. So creating that, uh, so to speak, sort of farm system, trying to create that idea where young people can come and learn and grow eventually to, to reach the big leagues.
00:12:12
Speaker
Yeah, absolutely. So this is actually a conversation that my wife and I were having recently was just about, she's thinking about her own job and and speaking to our parents and they're kind of just like almost ah taken aback by us. Why would you want to leave where you're working? And and I look at my own career and you know I've hopped around every few years, went to a different paper and now I'm over here at Trade PMR and i feel like anecdotally, don't have evidence back this up, but that younger folks, our generation, do tend to move more often than our parents did. I think both my parents were at the same company for 15, 20 years.
00:12:43
Speaker
So they when they hear me leaving, they're like, oh my gosh why? um But that is just, it's just a cultural mindset change. um So when it comes to advisors, and you're you're thinking about investing in next generation talent and bringing on a young person,
00:12:58
Speaker
How do you balance that with the idea that there might or maybe probably will leave in like three to five years? Yeah, it's one of the challenges that I see with advisory firms. When I talk to advisors and they're like I hired this person and I trained them and then five years later they quit and they like take it personally. They're like offended that that person left.
00:13:17
Speaker
And yeah. it's almost like we expect every job to be a lifelong career at a firm. And like, maybe that works out for one person, but statistically speaking, yes, the younger the generation, the more likely they are to change jobs frequently.
00:13:32
Speaker
And there's, I mean, there are there are many different reasons for that that we don't have get into today. But ah what I see is that ah
Preparing for Employee Turnover: Strategies
00:13:39
Speaker
the that what advisors are thinking is they they spend, they invest the time up front and they train these folks, yes hopefully. They spend the time, they're they're working with these folks, they're training them up, and then they leave.
00:13:51
Speaker
And they take all of that institutional knowledge with them. What I encourage advisors to do, and it's just a small context switch, it is there is one guarantee that I can make about you and your business. And that is one day, every single employee that works at your firm will leave because everybody dies, right? Like at some point, everyone's going to leave.
00:14:12
Speaker
Right. So let's just plan on it. I don't know they're going to leave 12 months, five years or 30 years, but let's just assume that at some point in the future, you are going to have somebody else doing that exact same role that you need to train.
00:14:24
Speaker
And what that means is don't tell someone how to do something. Use ah a Loom video recording or build out ah a process in in your, you know, ah youre you're in a spreadsheet or whatever the thing is to be able to document that process so that the next person coming in, you know, you may invest 12 months into training the first person. Well, hopefully then you only need three months to train the next one.
00:14:47
Speaker
And I think getting in that mindset of we're going to get you know, extreme value out of, uh, out of everybody that comes through the door to use your example. Like imagine if every time you drafted a new player, you were like, you're here for your entire career. You have no other options.
00:15:01
Speaker
Like that doesn't work. Like you get a lot of value out of that shortstop you drafted for three, four years, and then they signed a big contract somewhere else. And then you go find a new shortstop and, and you just sort of create that system. And so I think for advisors really just embracing the fact that,
00:15:15
Speaker
ah Your employees will leave at some point and let's just plan for it. Let's, let's, you know, we call it success or ah knowledge management. Let's, let's have knowledge documented so that we can easily transition it to the next person. um Great.
00:15:30
Speaker
And you've kind of touched on this with your answers already, but um thinking about you know the concept of succession planning, and as we mentioned, a lot of advisors are older and and thinking about that future, um what do you think needs to change in the industry ah versus to what ah what already exists today? What needs a change to make that more of a defined career path for younger advisors and and and usher in maybe a wave of of younger talent?
00:15:54
Speaker
I actually believe that the succession planning crisis that folks have been talking about since I got into the business almost 15 years ago now is way overblown and I don't agree with it.
00:16:05
Speaker
and And what I mean by that is this is a business that you can start in your 40s and you have a bunch of clients in their 40s and then you get into your 50s and your 60s. and your 70s and your 80s. And as long as you have your mental acuity, like you can still work with these clients and maybe they leave over time or or pass away or do some distributions. But this is a wonderful business to do well into your retirement years.
00:16:30
Speaker
This is not a business that requires physical labor or, you know, something that like requires you to retire at age 60 or at age 65. Right. And so I actually think what we're seeing is many advisors are just sort of coasting into the sunset because why sell your firm for three times revenue when you can just hang out for another year, make that revenue, and then sell it for 3x. And then you do that again and again and again until you finally realize like, all right, like i why why would I sell this thing?
Impact of Private Equity on Succession Plans
00:16:57
Speaker
So on one hand, I don't see the same challenges happening. that some of the, you know, folks in the industry are seeing, like, I actually see that this is intentional from those, from those advisors that they just, they don't want to sell, uh, and they want to stay engaged and they want to keep, you know, working with their clients because they have these wonderful relationships.
00:17:15
Speaker
You know, this relationship business. Uh, that being said, if you're trying to build an enterprise, you're trying to build enterprise value. i think the real challenge that we're facing now is that the valuations have been boosted, so much by private equity money.
00:17:29
Speaker
that the, that it is really distorting the, the ability for internal buyers to buy the firm. And so, you know, it used to be, I come in, I work here for 10 years. Eventually I get the opportunity to buy the firm and I pay off the seller on a friendly seller note for 10 years.
00:17:45
Speaker
But if, ah if I'm, you know, offering to buy the firm internally and a private equity firm offers twice what I'm, I'm able to finance through a bank, You're going to sell to private equity. Like that's just the reality. Like whether it's PE or whoever it is, like you're going to sell to somebody who has, who's going to write the biggest check.
00:18:00
Speaker
And that creates a challenge for your internal successors that you, you cannot sell to them at the end. If you truly want your business to stay in the hands of the employees, to be passed down through these generations, you know, as as you sort of age, it's a 20 to 30 year sale process to do that.
00:18:19
Speaker
Like this cannot be done in a year. If you want to check, know, you know, overnight that's got to come from somewhere else. Yeah. You can't, you can't just, Oh God, i'm I'm aging myself. I was trying to think of a ah hip place where you can go find youth, but you can't just, ah you'll go to the bar, find someone in their mid thirties and hire them and say, Hey, you're going to take over the firm in 10 years. Right. Right.
00:18:40
Speaker
But I like the way said that's really interesting idea about that sort of that choice of of sort of writing out with your clients because, um i you know, we see that in other professions, right? Like I'm thinking of my my friend's dad who's a dentist and, you know, retired but still has like two patients that he still does their all their work for. Or my my wife's dad is a ah ah therapist, right?
00:19:02
Speaker
who is retired, but still takes calls from like his long time. He has like a couple, i don't know how many, a few clients that are long time relationships and he still sees them. um And so I guess we we see that in other professions.
00:19:15
Speaker
It kind of makes sense that we would see that here. As you said, it's such a relationship business and you get reward, you get rewarding. ah Sorry, you get rewarded by your career, right? You you do this you love it. So why not just keep managing someone's retirement for as long as they're still around?
00:19:31
Speaker
Yeah, i mean, look, this is an amazing profession. When I go and talk to college students, I'm like, I can't even tell you how how excited I am for this as a profession, ah as a career path, because like financial advisors, particularly if you own your own firm, ah you have a lot of flexibility. ah You have a lot of time flexibility and and the ability to sort of work when you wanna work and from wherever you wanna work with.
00:19:52
Speaker
You lot of financial flexibility because we make very good money compared to to you know sort of the average American household. Uh, and so, and, and we also help people.
00:20:02
Speaker
We do good work. Like we're, we're the only profession that I'm aware of that actually ask clients, where do you want to go? Most professions are looking real world. What happened with, you know, with your money or what happened with your health or the legal things or whatever. and we have to sort of handle it now.
Benefits of a Career in Financial Advising
00:20:18
Speaker
Financial planning looks forward and says, where do you want to go? And let me help you get there. And that is such a rewarding, career path. And so it's like this awesome blend of, I get to help a lot of people make good money and have a lot of flexibility.
00:20:30
Speaker
And that is a recipe for continuing on as long as possible, because to your point, you love what you do, you're making good money. And we all know Don't plug in a little bit of income into someone's retirement plan.
00:20:45
Speaker
And it's amazing what that does to the percentage of success. ah And so continuing to work and into and sort of past the traditional retirement age is huge. And and we see advisors are are definitely embracing that.
00:20:58
Speaker
Yeah, i guess I should have said for um for people that listen to this on Spotify or any other platform that has no video, we were using air quotes with retirement. Oh, yes. Thank you. Lots of air quotes.
00:21:08
Speaker
Yeah. ah my My bad for any of our audio only listeners.
Defining Ideal Clients and Business Goals
00:21:12
Speaker
ah Well, Alan, I'm going to wrap up our conversation. um What we love to do on these podcasts is is end with sort of three actionable items for our listeners to take with them. And, you know, really think the hot topic of the day is how do I find next generation investors?
00:21:25
Speaker
um I know you maybe don't want to give away any secret sauce over there, but what can you give to our listeners about if they want to bring in next generation investors or next generation advisors? What are sort of three things they can focus on?
00:21:38
Speaker
Yeah, folks that love to ask me like, oh, what's the right fee structure? What's the right marketing? Should I do TikTok videos or YouTube videos? Or should I have a podcast or should I be on Instagram? And my my answer always comes back to who is your ideal client?
00:21:51
Speaker
So there are two decisions you need to make. And when we see folks make these decisions, they have ah we we see just great success in firms. Those two decisions are great.
00:22:02
Speaker
Who is your ideal client? Who do you want to serve? And you can't say like next gen. That's like half the population. You got to be more specific. And the more specific you can be, the better. And so get really clear on who you want to serve and get really clear on what you want your business to be long term.
00:22:19
Speaker
and And these answers can change. You know, when I've got young kids, I may want something different out of my business than once I'm empty nested. And that's okay too. So this this may evolve, but the decisions around hiring and marketing and what technology is like and what fee structure Become very clear when you know who you serve and where you're going.
00:22:39
Speaker
And so i would just encourage, i'm goingnna I'm going to cheat and just use two because I think those the two decisions that if you can make, everything else becomes remarkably easy because if you tell me exactly who you work with, the marketing strategy is like obvious.
00:22:55
Speaker
But if you don't, if you work with quote unquote next gen, like you're going to spend money on billboards and advertising in the local paper and Google ads, like it's too many things. ah If you can get really specific, ah then, you know, and I could go through dozens of examples of of very successful firms that have adopted this sort of niche niche perspective, but, ah you know, get a niche, get really clear on your ideal client and get really clear on the business and the rest of the the chips will fall into place. so Yeah, and i think that helps you be authentic, right? Like if you decide suddenly I want to serve next-gen clients, I'm going to go, i don't know, advertise on Roblox or something.
00:23:32
Speaker
It just isn't this isn't doesn't work. That's not who you are. And I think what you're saying, so to sum up for our listeners, it's it's ah know your ideal client and know where you want business to go. and to me, that just helps you be your authentic self. youre you You have a plan and you're being who you are.
00:23:49
Speaker
It gives you permission to say yes to the right opportunities, but more importantly, it gives you permission to say no to the wrong opportunities, to the clients that don't fit your profile, that aren't quite the right fit for you, that it it lets you say no to hiring when you shouldn't or so or no to being solo when you
Streamlining Decision-Making in Firms
00:24:05
Speaker
should be hiring. Like whatever the thing is, if you can set those goalposts out there and get really clear on on that, ah it really helps with the decision process. Because ultimately when you start a business, there's a million decisions you have to make.
00:24:17
Speaker
Like it's just, it is purely decision fatigue. And so the more you can get clear about what you're trying to what you're trying to accomplish, the easier those decisions get. Fantastic.
00:24:27
Speaker
Well, Alan, thank you so much for joining me. Really always good to talk to you.
Conclusion and Future Opportunities
00:24:31
Speaker
So everyone that's listening, we hope you enjoyed today's conversation. If you like what you heard, please just take a moment to hit subscribe, like, follow, any of that good stuff on social media or any of the platforms that you're getting this podcast.
00:24:44
Speaker
It always helps the algorithm. And also watch out for our next episode where we'll bring you more insights and actionable ideas to help you grow your business. And going steal Bill's line at the end here.
00:24:55
Speaker
Remember, the challenge is yours to capitalize on what the future offers.
00:25:06
Speaker
If you want to join the conversation or connect with us, please visit us at SynergizePodcast.com. This content is provided for general information purposes only. The views expressed by non-affiliated guest speakers are their own and do not necessarily reflect the opinion of Trade PMR or its affiliates.
00:25:24
Speaker
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00:25:40
Speaker
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00:25:56
Speaker
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00:26:09
Speaker
Copyright 2025, Trade PMR Inc. For a transcript of this episode with sources, visit synergizedpodcast.com.