Secure Asset Management_020724_Episode 2

Bryan: [00:00:00] Welcome. It's a great day and we're excited to be here with Building Winning Practices Powered by Secure Today. We have a great podcast, it's number two of our podcast, and we've got Brian Dudley here and we have Randy Joseph, and we're gonna talk about what it takes to build a winning practice, what the proper blueprint is, what are some of the pitfalls in the industry, and we're excited to be here.

So welcome and enjoy. Randy, why don't 

Randy: you say a few words? Alright, thanks Brian. It's good to be here. Good to be part of building winning practices. It certainly does define what we do and what our goal is. It's gonna be great to share some information today and some successes and some things to look out for.

It should be very good and informative. Thank you. Good to be here. And we 

Bryan: also have Brian Dudley. 

Brian: Good morning. Good day. Thank you for having me. It's great to be here. It's great to be part of a team that does so many great things for advisors. Looking forward to a great conversation today about building [00:01:00] winning practices and keeping that theme going.

So thank you for having me. I. One 

Bryan: of the things when it's advisors and it, and it all kind of comes down to the end client, right? So if we can help advisors, we're ultimately helping the end client, whether it's case design or just a, a back office support and in helping advisors work with their clients.

Tell me some of the things that you're doing to help advisors 

Randy: grow. Well, let me step in here, Brian, and, and, uh, see if we can tackle that. There's a number of things that we do. When advisors have the work ethic and are willing to go out and make things happen and put forth the effort, great things can happen.

And it's so important that when you do have that work ethic and you're willing to put forth that effort, that you do so in a very efficient and consistent way. And what I mean by that is some of the most successful advisors that we work with and that we've talked to, [00:02:00] they all have a proven. Really work in a proven program.

A blueprint. A blueprint, exactly. And to work with a blueprint. And then you combine that with resources and to have a team behind you. So now you've got the effort. You've got the blueprint and you've got the team, you really become unstoppable. And Brian, yeah, 

Brian: I mean, I think from my end, you know, I, I have the privilege of, uh, you know, over my career, I've, I've worked with thousands of advisors and really have some great insights, you know, from working with those advisors over the years.

And you know, the great insights to know what's working well, what has worked, what continues to work. And so I think nobody has a better opportunity right now than Secure Financial Group. It's exciting because Randy, you talk about the blueprint and you know, that's exactly what we do day in, day out, is work with advisors if they don't have that [00:03:00] blueprint or need to refine that blueprint, but just, you know, keeping advisors on track to grow their business.

To make sure that the client is taken care of always, first and foremost, right? And then just helping them execute on that blueprint. And I think it is important, you know, the team, you mentioned that, and there's nothing better than having a good team behind you to support you every day, knowing that you can get access to not only the information, but people that can help execute.

Bryan: So Brian, when you say you worked with thousands advisors, you. You had, um, a number of years ago you worked for TD Ameritrade. I think it it started as, uh, TD 

Brian: Waterhouse. Yeah. Well, I actually started on the Ameritrade side. Ameritrade. So I started, uh, got in the business back in 1999, joined a small custodian at the time, that was not a household name.

Started there in 1999, got licensed, uh, got my series seven in 66 in 2004. And, um, really started working with advisors at that point in time, [00:04:00] and Ameritrade eventually became TD Ameritrade with the merger between TD Waterhouse and Ameritrade. And so had the privilege, uh, like I said, of, of working with advisors, you know, from about oh six till today.

And, uh, you know, we, we've seen a lot of changes in the industry and that seems like forever ago. But, uh, the industry continues to evolve, will continue to do so, and I think, uh. Just advisors recognizing the changes that are occurring have occurred and what's kind of ahead in the future is really, is what is exciting to me in having those conversations with advisors and how their business kind of, um, evolves around those changes and, and what they do to adapt.

That's exciting for me and it's really what motivates me every day to come into work and, and, uh, it doesn't seem like work, you know, it's not a job that. You're looking to clock out from immediately. So, 

Bryan: so kind of what you're saying is, is also all over the evolution of the business. You know, a lot of things stay the same, but you really need [00:05:00] to be looking to the future and seeing what's the next step and how can I be better at, at my practice and using the tools to become more efficient, to be able to grow because no matter what change is happening.

Is that kinda what you're saying? Yeah, 

Brian: absolutely. I, I think, you know, day to day. A lot of the elements of the business are similar. It's, it's not like everything has changed, but there is, you know, I, I mean, uh, we continue to evolve down the path of, of advisors going more fee-based. You know, I know on the last podcast you had, uh, Mark Joseph, a, a former colleague and, and good friend of mine.

Um, you know, and, and, um, you know, uh, he talked a little bit about, you know, the broker dealer and, you know, FINRA was. Um, you know, a thing that is, has changed many advisors practices and, and, and I think we continue to see kind of that, that movement more towards fee-based business, uh, that's been going on for years.

And it, [00:06:00] and I think it continues to, to go down that, that route. Um, but yeah, it's, it's the little things, um, you know, that are changing with the business. It's not major shifts, uh, but, but focusing on what those, what those shifts are and kind of foreseen. Some of the trends, uh, where clients are, are, um, needing help and expertise and, and some of the things that, uh, that they're 

Bryan: doing kinda like, kinda, you know, maybe like AI or, or even perfect example, even compliance and, you know, what are some of the things that you're seeing on the horizon for, uh, the future for, in regards to 

Randy: compliance?

Randy? Yeah, so, um, great question Brian. Compliance is, you know, an ever changing challenge, right? For advisors and firms and some of the things that have changed over the past year. I mean, if you think about it, there's so much more business being done remotely or electronically, right? Whether it's [00:07:00] Zoom or some of the other technology to communicate with clients and then.

To, you know, have documents reviewed, signed electronically, and you know, that verification process and then. Archiving those documents and, and so the whole business has really evolved over the past couple years in that respect. But compliance topics is an ever changing landscape. The SEC is constantly putting out bulletins and, you know, whether it's Bitcoin 

Brian: or you know, other, 

Randy: other, uh, leveraged ETFs.

It could be a number of topics that you need to be aware of and you need to stay within in the rules and within the lanes for 

Bryan: sure. It's also like the, the hackers and the, when you're, when you are having those outside offices or the technology, whether it be phones and all the scams that are taking place, I mean, I get AI calls, people calling, [00:08:00] saying that, that they are a robot and you can't tell the difference.

It's something that we need to definitely be aware of. 

Brian: Yeah, cybersecurity is certainly a, a hot topic and uh, comes up on conversations quite a bit, but I think. From a compliance approach. I think it's, it's really, and I think, you know, one of the things that I hear from advisors is having a compliance team that really understands, you know, what the, what the request is, right.

Or what the, um, you know, the reason behind the ask. Right. And I think one of the things that, um, you know, is, is, is great about Secure is, is that it's, you know. We're not one of those organizations that it's, you know, 10,000 advisors and you've gotta try to figure out how to, how to accommodate the, the largest swath of them.

Uh, but it is having a conversation to really understand the reason for the request, um, and, and taking a look at all, all aspects of that request as [00:09:00] opposed. So it's, it's, it's how can we, how can we get to Yes. As opposed to coming out with a, with a no. And I hear that from advisors a lot, you know, where.

Um, it just, it, it seems that, you know, compliance always becomes a barrier instead of a friendly ally, um, on the business side. Well, 

Randy: right, Brian, that's a great point. And with the larger organizations where you got 10,000 advisors from a compliance perspective, the easy answer for compliance is no. So 

Bryan: you're right on.

So let's say it is being a little more hands on from the compliance and finding. Finding out where the right way to do things and to not cross the line. And ultimately it's protecting the client. Right? So compliance can be your friend if you view it the 

Brian: right way. Absolutely. I, I think it's, are you protecting the client?

You know, are you doing what's in the client's best interest? Is it, uh, something that is good for the advisor? Is it, and is it good for the firm? Right. Does it put any of those at risk? [00:10:00] And I think those are the three questions that, that, that are always. And, and at least what I view in the conversations with advisors and, and with our compliance team, you know, those are the three things.

Is, is it in the client's best interest? You know, does, is, is the advisor protected and is the firm protected? And I think if you're doing, if you're making those decisions right in, in keeping those three things in focus, um, you know, ultimately you can do, you know, you can make that, that the correct decision.

Bryan: So in going back to, uh, that's obviously part of the blueprint and going back to a blueprint and working with advisors and, and helping them gather or bring on new assets each year, you know, what are the goals? What is your path to do that? And one of the things that you've been very hands on with is helping advisors grow, whether it's 40, $50 million in assets each year and, and on a consistent basis.

It's just not a one. One [00:11:00] type thing. It's, it's having that system and that blueprint. What are the, some of the things that work best when working with some of those advisors, Randy? 

Randy: Yeah, so, uh, what a great question, Brian. You know, when you look at advisors and really successful advisors that have grown some, you know, we, we do work with advisors and help them not only with the blueprint, but when you talk with advisors, you ask them what their biggest challenge is.

And when we're working with advisors, the biggest challenge that we hear from outside advisors is getting in front of folks, right? To be able to talk to people and and to be able to unlock that appointment, if you will. Well, we do have a proven marketing program, and with the program our advisors have people to see.

And in this business, when you have people to see if you want to grow your business, that is the key to success. So it's partly, 

you 

Bryan: know, really being consistent in your marketing efforts, whichever [00:12:00] that is. And you have some that you keep in your secret box that you help advisors with. And what do you see when talking to these advisors that you deal with?

How can you help them best and what do you see their struggles are? Yeah, 

Brian: great question. And, and Randy, I think you hit it on the head, like, you know, I, I often talk with advisors in, in kind of a common response is if I can just get in front of the client. I can close 95% of the deals. Right? So it's, it's how do you get in front of them?

And I think, you know, it's, it's taken a, there's not, um, a one simple solution. If you do this, you're gonna get in front of more people. Right. It is, it is a multi-pronged approach. Um, and one of the things that, that we try to do is really take that consultative approach, um, digging into advisor's business, what's, what's working for them today?

Right? What, what are their challenges? Um, but, but Brian, to your point, I mean, when, when you look at, you know, marketing overall, it is such a, a [00:13:00] multifaceted, um, approach, right? It's, you know, uh, we hear it every day, uh, or at least I do, you know, advisors are growing through referrals, right? So how can you expand, uh, beyond referrals?

Um, and, and maybe some of that is, is targeted, uh, emails, targeted Facebook, social media. Campaigns. I was, I was talking with an advisor, uh, not too long ago, uh, based out in the Northeast. And, um, you know, in a community, uh, that is very much reliant on, you know, one or two top employers. And he does a lot with, uh, rollovers, um, you know, in, in, in that type of, um, opportunity.

And, and we were talking and, and really it boiled down to how do you get in front of. Some of these employees or former employees. Um, and it just so happens that there was a, a, a notification, you know, most states have [00:14:00] requirements, you know, anytime that you're doing massive layoffs, um, or restructuring within the organization.

And, um, you know, this, this particular, um, uh, you know, periodical that, uh, or this resource that was out there and available, uh, gave him insight. So I, I forwarded it over to him because he was like, oh, wow. I can sit here and target these folks who have been impacted. So my expertise is rollovers, right? So how can I, you know, how can I get in front of these people?

Or how do I know, you know, who's gonna be impacted by layoffs or restructuring and things like that. So, you know, just by knowing what his business is in, in really what he's trying to do, you know, we can generate some different ideas. Um, you know, and then he's able to, to go out and really target. I mean, it's, it's great on social media how you can really target your audience and, and the more that you can do that, right?

I mean, having, you know, knowing, you know, going through the exercise and really knowing what is your ideal client persona [00:15:00] or your ideal client profile, right? And having that understanding of, of who you truly, you know, can, can, can drive value to, um, as an advisor. That's, that's so helpful. But 

Bryan: it's also taking apart and taking away some of the things that take up the time that take being in front of a client.

Yeah. Away, right? Yeah. What do you hear in regards to some of those things? 

Brian: Time is a, is a valuable resource. It's finite, right? So, um, you know, I, I think any, do they struggle with, do 

Bryan: they struggle with money management? Do they. 

Brian: I think it really boils down to several areas, right? And I think the more that advisors can concentrate on their core competencies, where they drive the most value to their clients.

Really look to outsource the other things, the other aspects of the business. But it is, it's, it's things like compliance. It's things like money management, it's back office and billing these key elements of the business that are obviously very important, [00:16:00] but advisors really don't add value in those areas.

So, and oftentimes don't. 

Randy: And not only, not add value, but these are areas that are really big pitfalls if you think about it, right? With the advisors and, and firms that we talk to. Time is money. It truly is, and, and the resources that go into each and every one of those areas, it is time and it's money.

And you know, just in the marketing area, right? That was a great example, Brian, of where marketing has been successful and you kind of help guide that process. But marketing, just marketing alone, can be a very expensive endeavor. It can be a huge pitfall for a firm or an advisor, right? Because you're spending a whole bunch of money and it's not effective.

Holy cow. It can really have a negative effect on your business. So to have a marketing team behind you that has a proven system that truly does get you in front of people, that becomes invaluable. [00:17:00] Yeah, it 

Brian: could really be a wormhole, right? I mean, you could go down and spend a lot of money in on paths that don't really.

Um, you know, work out. And I think being able to leverage a team again, on, on what has worked for other advisors, what are they missing? Those are areas that we can have conversations with advisors and really dive deeper into that. But it's knowing what 

Bryan: works and having the resources to find out what works the best, but it's also being consistent with it.

Because if you do something once, it's that cycle. You have to do things seven to 12 times for it to actually take effect and start working. So some people that do radio commercials or radio shows, it takes time and it takes the consistency to do those things and, but it's also the proper messaging and knowing what the messaging is that you need.

Brian: I think that brings up another point too, in, in one of the topics of conversation, you know, we talked about, you know, and perhaps I was one of the, I can't take full credit, but Right. I mean, you had this trend where, oh, go ahead. Where [00:18:00] can't wait to hear what's coming. You had this trend, you had this trend for advisors to go independent, right?

Leave wirehouses, uh, leave the bank channels, uh, whatever it was, but, you know, setting up. Your own RIA was the, the ultimate goal because you had freedom, flexibility, uh, you had total control of the, of the business. But along with that, uh, as we've kind of talked about, you know, there, there are a lot of, um, areas where advisors are not the, um, subject matter expert.

They're not, you know, they're not a marketing, they're not a chief marketing officer, they're not a chief compliance officer. Um, you know, but, but these are all hats that they have to wear. As, as they've created their own RIA And I think one of the things that, you know, that, that we're seeing more of is, is kind of this evolvement back to teams.

And I think it's, you know, many advisors being out on an island. Um, and a lot of times, based on the conversations that I have, that's just what they feel is, [00:19:00] is that they're out on an island. Nobody's there to, you know, to help 'em, uh, custodians today have gotten so big, um, you know, that they, they have a hard time with that consultative approach, so you can no longer really rely on, on those resources.

So where do you go? Right. And so I think we're seeing this, um, evolving trend, uh, of, of these solo advisors kind of going back to teams. And, you know, so that they can get those, those, you know, help in those areas as far as whether it's marketing, whether it's compliance, whether it's billing, you know, those, those things that, that take time.

Uh, as you said, Randy, time is money. And I think that's, you know, in the conversations that I have with advisors, you know, that's a, that's a big drive in, in looking at a firm like ours, right? Is, is to get those resources, have a team of, of subject matter experts. Having a team that can come in with like case design, you know, on, on insurance so that they're not having to [00:20:00] do, um, all the homework there and, and take the time out to, to come up with the, with the solutions for clients, uh, whether it's, you know, money management solutions.

I mean, there's a lot of research that you can do on third party money managers and you could spend all day, every day just trying to figure out, you know. Which solution is the best, 

Bryan: right? It's nice to have a team behind you to pick through the weeds and narrow things down, 

Randy: for sure. Which all kind of comes full circle to a topic that you touched on earlier, and that was, and Brian, you mentioned it, mentioned it as well, and that is doing the right thing for your client and working in the best interest of your client.

Well, guess what? To have resources that you can draw upon so that you can in fact, focus on that client. Focus on doing the right thing for the client. Then having the resources behind you to, to put you in that position, having a solid blueprint. Hey, having 

Bryan: a solid blueprint.

So, [00:21:00] so, uh, we're coming up to the Super Bowl here. Yeah. You have a 

Brian: team. I have a team, but they're no longer in it.

Bryan: Randy? Uh, yeah. Kinda in that same 

Randy: ballpark, right? 

Bryan: Yeah, 

Brian: but I'm gonna say Go Chiefs. Oh, yeah. Say 

Bryan: Go Chiefs. Well, we, you better, 

Brian: right? I was, I was really hoping for a Lions Chiefs, uh, game, but I gotta go with the chiefs. 

Bryan: Tell us more, Randy, how are you working in helping build that blueprint? Is there a step by step?

A lot of it's gathering information and getting down to the nitty gritty, but what are the, some of the, the things that, in helping advisors with that blueprint, what are some of the things that you guys are doing? 

Randy: Yeah, so a couple of examples that can really take some of the, the workload off an advisor is they have to go out and they have to ask the questions, right?

And get a clear definition. Of the client's goals and objectives and then bring those back [00:22:00] to our case design team. And depending on what those goals and objectives are, we're gonna be able to get them in a position where they can go back and present to the clients some solutions that are gonna help them achieve their goals, and I guess to really put them in a position for success.

It's so great to be able to go out and tell a story, but it's so important that you have the right solutions, and that's what our case design team does. We bring in the specs and we come back with the proper way to obtain those objectives. 

Bryan: And with the case design, you're really drilling down into what are the existing positions.

Randy: What's the right makeup? Totally. It gets back to making sure that you know and understand the client, right? Whether it's risk tolerance for the portfolios or whether it's specific objectives that they're trying to achieve. Maybe their biggest concern might be medical costs or [00:23:00] long-term care costs. It's so often a topic of many of the clients that we see.

There's several ways to achieve that goal, right? And depending on what the client's resources are and what their current condition is, you can go about that sometimes with, for example, long-term care, right? Which is to get a long-term care policy today, well, there's very few companies in that business today.

And to qualify for something along those lines can be very difficult. And if you do qualify. It can be very expensive. So it's really important 

Bryan: to know what the client's needs are and to tailor that plan to the the client's specific needs. And that's how you can really. Really set yourself apart from other advisors or advisor firms.

It's not just a cookie cutter 

Randy: plan, right? It really isn't. And it gets back to knowing that client and knowing the best way to approach that client. So, you're right, Brian, I mean, you come back with a solution [00:24:00] that can be one that's, you know, in, in the long term care is kind of one of those solutions. You come in with long-term care and they can't afford it or they can't qualify for it.

So what do you do? Well, there's so many different ways to overcome that situation and ways to do it so that it's not a situation where you have to consider their condition per se, or you know, it could be a situation where these are living benefits from a product they have or a product that they could utilize.

Bryan: This has just been, um, a great conversation and as these conversations in the podcast continues to evolve, you know, Brian to help other advisors out there, what are some of the things that people are disgruntled about the firm they reside at today? What are some of those pitfalls that they have that makes them wanna move?

Brian: The part of the conversation that I, that I really enjoy [00:25:00] because really what you get down to is, is a couple of things with advisors, but oftentimes if we're speaking with an advisor, there's obviously interest in, in making a change. And I think there's a, a few common things that we hear, but it is different.

It's different for every advisor and it's different for every firm and, and even advisors that are with the same firm. It can be different challenges, pain points, but what are they? Yeah, I would, I would say a lot of it boils down to one of the evolving things that we're seeing in our marketplace right now and in our industry is the involvement of private equity.

And that's a big concern for advisors and it should be, uh, because I think a lot of these firms. Maybe are not using private equity in the best way. That it, that that really impacts the, the advisor and the end client. Um, ultimately these private equity firms are demanding just growth, right? And so what, you know, how do you get growth?

Why do you go out and buy more firms? Buy more firms? And so, [00:26:00] you know, what that does is it puts a lot of stress on, you know, the firm and advisors feel the impact from that. Um, and so. That is a big concern for advisors. And I think what ultimately it boils down to is, you know, I, I joined a firm because they were small, they were attentive, uh, to my needs and things like that.

And, and it's evolved to, uh, not so much that anymore and, you know, uh, advisors are becoming just a number, uh, and, and, um, no access to, uh, executive management and things like that. So I think. That is the biggest challenge for advisors in, in, you know, one of the 

Bryan: common things. So somebody, so wait, so somebody that, that has a business that has say 150 million in assets under management, what you're saying, some of these groups that they're with that have grown to thousands and thousands of advisors, they're actually kind of almost being put into a call center type situation.

Absolutely. Where they have no consistent [00:27:00] service. Is that what you're coming 

Brian: up against? Yeah, that's what I'm hearing. And so. For those advisors, they're looking for a team, right? They want that team aspect. They, they want the help and support, you know, for their business. And, and many of these firms, you know, it's crazy to think that, um, you know, that an advisor, uh, who's built a successful business, you know, with 150 million, uh, can't get somebody to pick up the phone on the other line, but it's something that I hear every day.

So I think that's a big part of it. A couple other things that we hear from, you know, advisors is, and maybe it's a result of private equity, maybe it's not. In some firms it is, some firms it's not, right. But it's limiting their capabilities from an investment product solution. I think advisors are challenged with the ability to do what's right for the client, what's in the client's best interest when they have more of a limited pool of investment choices to choose from.

Right? And so that's a big thing that I hear from advisors. A couple of other [00:28:00] things that we hear. Really it's, it's the overall support and the direction of the firm not aligned with them any longer either. Their business has changed, and when I say theirs, the advisor's business has changed in a way that, you know, they're no longer aligned with their RIA broker dealer or the RIA and broker dealer has changed their focus.

They're no longer aligned, so it could be a change on either side. But in the conversations that I have with advisors, you know, really try to take a consultative approach in any advisor that's looking at making a change, I always tell 'em, obviously they have their due diligence checklist. They have all these things that they're wanting to make sure are a good fit.

But I challenge 'em on three questions. You know, the first one is, many advisors look to make a change when there's pain, right? And so there's a solution that they're trying to solve for. But ultimately there's pain that's forcing them to look at other options. And so the three questions I always ask are, what aspects of the business are working well?

Like, what do you really like about the provider that you're [00:29:00] working with today that you would wanna make sure is replicated at the firm that you go to? So often that question is kind of ignored, or that idea is ignored, and advisors make a change only to find out that they took that information for granted.

They just figured every firm did that. And so those things that they loved are no longer there. And now the advisors having to make another change. So that's an important question, right? Along with what are the aspects of the business that are no longer a fit? What are the pain points? What are the items that you're trying to resolve?

And I think that's where advisors spend their time on. And it's important because if you can run your business more efficiently and get that time back in your day, that's gonna help you grow ultimately, or spend time out on the golf course, whatever it is that your objective is, that you're wanting back with that time.

And then number three, how do you see your business evolving and changing? Is there any major change in the next three to five years? Maybe it's succession planning, maybe it's, you know, retirement growth planning. Growth planning, things like that. [00:30:00] What aspects do you see your business changing over the next three to five years, and how can that be impacted by either staying with the firm that you're with today, or how is it gonna be supported as you make those changes?

How is it gonna be supported by the firms that you're looking at and ultimately the firm that you go with? I. So I think those are three important questions that advisors have to ask themselves when they're looking at making a change. But ultimately, it comes down to that blueprint that you mentioned earlier in, in having a blueprint for success.

And that's one of the things we do. We really understand the advisor's business. Kind of going back, we ask a lot of questions. I often get asked, tell me about your firm. It's like, well, tell me about yours first, because. Really to make sure that we can align ourselves. You know, if we can just get that information up front, then we can focus on what matters most to the advisor and day in and day out.

That's what it's all about for me, is finding out what's important for advisors and how can we deliver on that. 

Randy: Brian? So looking over the past few years, we have examples [00:31:00] where an advisor comes in and basically has little or no business. And it might have been one of those pitfalls that we touched on.

Maybe it was a marketing plan that, uh, you know, went awry, went awry, one of those proven systems. You gotta be careful using the word proven system, right? 'cause you, there's a lot of proven systems out there, and those proven systems can drive you out of the business. Right, because they can be expensive and they might not be effective.

So getting back to your question, how do we, you know, some examples where an advisor started with us with little or no business and really struggling in the area of marketing or being able to see somebody they felt like they had a pretty good story to tell. So working with advisors like that and putting them in a position for success.

And what do I mean by that? We have examples where we bring in, evaluate their story, match it up with our [00:32:00] blueprint, send them out with the appointment process, and actually put them in front of people. Well, how valuable is that to actually have a door to walk through or a person to talk to? And when you combine all those ingredients, it truly is an ingredient for a success.

And it's exciting because in the example, I'm, I'm thinking of an a specific example that has turned into, you know, a very consistent producer that does 20 to $30 million. And then we have additional producers that do 30 to $40 million on a very consistent annual basis. It's amazing. It's exciting to be a part of that success.

Right? And the team that we have, that those advisors, those agents can draw upon, it's a support team that sets you up for success. 

Bryan: So it starts with a foundation. A foundation for the client, a foundation where, where that client is going [00:33:00] to start with their. Financial planning process, their estate planning process, their tax planning process, and you're able to take an advisor and a client through that whole process to be able to make sure that you're doing everything you can for that client, for that advisor to build a winning practice.

I wanna thank you guys for being here today and sharing your stories, sharing your insight in the business. And we're excited about the future of building winning practices powered by Secure Financial Group. Thank you. Thank you.