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Speaker 1: If we start with social security, the greatest impact will

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be primarily on the voters in red states who are

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the most dependent on social security. So cutting off your

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nose to spite your face, you kind of think about

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it in that way. They played around with extending retirement age,

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they played around with the actuarial tables, they played around

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with privatization. I don't know that there's necessarily a great

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answer to it, with the exception of just adding to

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the already enormous debtload we have, which is in the trillions,

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which obviously just spikes inflation, keeps interest rates high, and

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prevents mortgage race from coming down.

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Speaker 2: You are listening to Carrie Letz's Financial Survival Network, where

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you get valuable information you just can't find anywhere else

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to thrive in today's trying times. You need the Financial

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Survival Network now more than ever. Go to Financial Survivalnetwork

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dot com and get your free newsletter and gift. Financial

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Survival Network now more than ever.

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Speaker 3: And welcome you are listening to and watching the Financial

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Survival Network. I'm your host, Carrie Lutz got a special

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guest for you today, somebody who basically is kind of

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like that brother you love to hate the overachiever. That's

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grade a's and everything and everything, Well, you had to struggle,

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Gary Cendebrand Financial Advisor par excellent. He set the training

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for Merrill Lynch when he was there. They emulated his

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system and a lot of other companies are doing it now. Gary,

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welcome and hey, we're kind of living in a new

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world right now. We're talking about pre col majority of

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people don't believe social Security is going to be there

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for them in its current form.

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Speaker 4: I mean the government will.

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Speaker 3: I guess there's a bail in set for Social Security

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where benefits could be cut from twenty five percent to

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a third. If we get to that point, I think

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there will be We'll see DC become an armed camp

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because people just will not put up for it. But

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then we have inflation. All of these things going on

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with doge, etc. Greatly complicate the retirement investing landscape of

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how do you deal with it?

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Speaker 1: Cury, It's nice to be here. Thanks for having me

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on your show. There's a lot to unpack there. If

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we start with social security, the greatest impact will be

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primarily on the voters in red states who are.

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Speaker 5: The most dependent on social Security.

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Speaker 1: So cutting off your nose to spite your face, you

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kind of think about it in that way. They played

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around with extending retirement age, they played around with the

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actuarial tables, they played around with privatization. I don't know

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that there's necessarily a great answer to it, with the

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exception of just adding to the already enormous debtload we have,

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which is in the trillions, which obviously just spikes inflation,

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keeps interest rates high, and prevents mortgage race from coming down.

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So there's a lot of complexity to deal with. One

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of the trend as I've noticed, especially among the advisors

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at the large wealth management firms I now do consulting with,

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is our two trends that I think are gathering speed.

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One is an increased personal savings rate over and above

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the growth in income, over and above the growth and

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popular what the normal population is doing as people move

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into having to capitalize their savings to take them through

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the rest of their life as opposed to depending on

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social safety.

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Speaker 5: Nets such as social security.

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Speaker 1: At the same time that this is occurring, the average

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financial advisor is probably somewhere in their mid to fifties

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to mid sixties. Thirty eight percent of that group, most

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experienced advisors will be retiring in the next five to

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ten years. The issue that we face is that their

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clients are aging as well as their clients age and

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leave their money downstream to their errors. The next generation

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of finance advisors are woefully unprepared, almost catastrophically. So when

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I started, more years ago than I care to remember,

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I got one thousand dollars a month draw against future

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sales commissions. There was no plan B. You either made

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it or you didn't. I made a ton of mistakes.

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I survived them. I started focusing on client outcomes instead

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of the firm sales pitch, and fortunately I was kind

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of at the front end of the line, recognizing my

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job was to solve problems for people, not to try

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and predict.

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Speaker 5: What the market was going to do. Somebody asked me

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what the market was going to do.

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Speaker 1: What an analyst thought, what a stock would do. My

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basic response was if that person knew, why would they

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tell you or me or anybody. So I defaulted into

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things I knew over time would work. Markets equity markets outperform,

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bonds outperform cash, but I don't know.

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Speaker 5: What year they're going to do it.

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Speaker 1: Fifty to fifty one year, seventy five over three years,

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eighty percent over five, ninety five percent over ten. So

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somebody says, is it a good time to invest in

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the market.

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Speaker 5: I don't know. I don't have an answer for you.

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Speaker 1: I do know that if you've got targeted goals out

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there that are twenty five and thirty years out, we've

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got to have a disciplined approach to do it.

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Speaker 5: And that was hard earned.

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Speaker 1: So what happened after eight is all the major firms

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basically dumped their training programs. Meryll was always the best

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place to be trained because maryl believes in pure based training.

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Meryl Lynch and I wasn't the only fa out there

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had a partner Bob Pain I worked with. There were

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probably fifteen or twenty other really good financial advisors. They

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also trained the various aspects, and peer based.

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Speaker 5: Training was really the way to go.

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Speaker 1: If you want to learn how to be a pilot,

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you find the best pilot you can that knows how

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to teach.

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Speaker 5: You don't get someone that read the book on aerodynamics.

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Speaker 1: When the training dissolved, the firms basically took an approach

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of let's throw a bunch of things against the wall.

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And see what works, and unfortunately nothing has worked. They've

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all pressed in to form teams. So vertical team is

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a senior advisor such as I used to be hiring

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someone maybe in their twenties or thirties that will one

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day take over the book of business. The problem is

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is if that person comes in and even adjusted for inflation,

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instead of the thousand a month I got when I started,

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they're more on the order of twelve to fifteen thousand

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dollars a month because their senior partner is basically floating them.

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The senior partner in a typical wealth management firm at

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this point is probably making between seven to fifty.

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Speaker 5: And two million dollars. It's incredibly loose.

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Speaker 4: Sure who could have career.

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Speaker 1: So giving away one hundred and fifty thousand They don't

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really feel it. However, the junior advisor knows they just

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have to survive until a senior advisor walks away. The

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firm pays off the senior advisor when they leave a

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substantial amount of money, and the junior advisor gets kind

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of a reduced payout on the assets that remain until

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it's all paid off. There's the problem. I went to

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work every day, scared of death, knowing I had to

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earn my spot, continue to grow.

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Speaker 5: Or I'd be done. I didn't have a choice.

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Speaker 1: I joined a team and all of a sudden, I'm

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making something that is, you know, ten times what I

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was really worth. How motivator and am I to learn?

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And that's what we're seeing right now. We've got a

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whole generation of advisors, younger advisors that are just watching

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the clock. They're being supported by their senior advisors. They're

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not prospecting, they're not hunting, which is an artful skill

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that you have to have, and the senior advisor wants

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to get out. They have no idea how to train

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the younger advisor, how to motivate them, or how to

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compensate them. That's where I spend a lot of my time.

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But I have to tell you I'm not optimistic. As

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clients age and pass away, their errors have no connectivity

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to their parents' former advisor who's well into their sixties

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or seventies.

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Speaker 4: So where do you go?

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Speaker 5: So they're going to go and try and find somebody.

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Speaker 1: And it's got a good line at BS A value proposition,

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which by the way, I think is completely useless. How

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Can I propose something that you're going to buy into

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if there's no proof of value, It's it's ridiculous. So

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I'm concerned about the industry and where it goes. Mckensey

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just released a report. It's pretty interesting on the looming shortage,

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and they get some of it right, but they get.

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Speaker 4: A lot of it wrong.

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Speaker 1: And this is what senior leadership that the big farms

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listens to. And I'm looking at it going yeah, yeah, no, wrong, wrong, wrong, wrong,

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Like AI is not all of a sudden going to

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replace a financial advisor unless ay, I can figure out

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a way to do the one immutable talent the best

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advisors have, which is empathy. Got to be a political

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and we got to meet the clients where they are.

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Speaker 4: Yeah, and even five people in this day and age

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to do that, I don't know it. You know. It

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reminds me of.

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Speaker 3: Benjamin Franklin when he said he was working on his

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vices and trying to accelerate his virtues, and he said

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there was one thing that he really had trouble with,

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and that was being humble. But he found that if

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he just acted as if he was humble even though

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he really wasn't, people accepted it. So AI acts as

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if it's empathetic. That should be enough for most people, right,

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even though it can't really feel empathy.

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Speaker 1: And I saw a report the other day, I'm not

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sure where I saw it, might have been on John

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one of the one of the shows that like twenty

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or twenty five percent of people right now have what

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they would classify as intimate relationships with their AI.

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Speaker 5: That's a tad frightening.

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Speaker 4: Well, they really expand them. Yep.

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Speaker 1: Developing an advisor's skill set is done by almost like

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how Michaelangelo assembled David. You just got to get rid

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of everything else and what's left is what you need

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to do.

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Speaker 5: It is nothing even close to what the public thinks.

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Speaker 4: It's a real process.

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Speaker 5: Oh yeah, and it's painful.

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Speaker 1: Yeah, and experience is the best teacher. Unfortunately, experience is

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usually painful. I've been doing a lot of work with

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AI models where I load in baseline training from programs

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I've delivered and tapes I've developed, and I'll load those

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into an AI like Google LM, and then with my clients,

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I do follow up zoom calls and hold them accountable

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once a week.

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Speaker 5: So I had the zoom calls.

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Speaker 1: Transcribed at Google LM, and I blend those in and

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it produces basically what I would call a kernel or

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a wisdom high, if you will, because I can blend

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all the experience and all the baseline knowledge together, and

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all of a sudden I can ask it questions and

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it will answer, not always in my voice, but it

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will answer in with new information from an experienced's perspective.

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That a question that could be posed by an advisor

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that basically has been in business a year. So the

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firms are terrified of what it's.

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Speaker 4: Going to do.

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Speaker 5: They're going to be very slow to embrace AI.

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Speaker 3: So that's not going to be a solution, right, So

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how do you get more people involved in this, motivate

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them to do the hard work that's necessary so they're

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not like living off a dwindling book of business.

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Speaker 5: That's the question.

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Speaker 1: A long time ago, I think it was in the

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maybe you saw it, The Moving Major League, Tom berens there,

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Charlie Sheen, all the rest of it. They were trying

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to figure out to motivate the ballplayers, and Tom Berenger,

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who played a catcher in the movie, basically said, you know,

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they've all got making a lot of money, you got

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to scare the hell out of them. So in the scene,

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the manager who I can't remember who played the role,

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picked up a bunch of baseball bats, walked into the showers,

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and threw the bats in the showers to.

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Speaker 5: Scare the hell out everybody.

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Speaker 1: Yeah, that was kind of a pivotal moment from them.

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Speaker 6: As it relates to financial advisors, if you don't have

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a combination of hunger, ambition, and fear, you're not going

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to make it in your early years.

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Speaker 1: So what I do is I work with these teams

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and whatever compensation schedule the senior advisor is negotiated with

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the junior advisor. Basically, I say, are we're going to

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leave it in place for one month now. On every

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advisor's book of let's say two hundred and fifty households

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five hundred million dollars in assets, it's not two hundred

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and fifty households with two million each. It's of that total,

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it's fifty households that have maybe three hundred and fifty million,

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another seventy five or eighty households that have everything but

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are remaining fifty million, and at the bottom there's two

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or three hundred households with fifty million bucks, they're not

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getting called. Nobody's profiling them. There's no financial plans in place.

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These were the accounts the advisor opened when they were

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first starting that were incredibly important to them. Some of

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them might have been the biggest accounts. Now they're largely ignored.

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The advisors are saying, well, they don't bother us, blah

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blah blah blah blah. And we do certain calculations for

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profitability per household, and those households at the bottom of

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which there are many still have to be taken care of,

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are probably ten percent is profitable on a time expended

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date the households at the top. So one of the

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things I do is I work with book advisors and

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say you're now in charge of these two hundred and

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fifty households down here, who are generating a total revenue

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back to the firm of two hundred thousand dollars. Any

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upside you get on this fifty million, which should be

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generating revenue on the order of five hundred thousand dollars,

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you're going to own eighty percent of it. Anything new

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you bring in from a referral, you get to keep

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one hundred percent. Oh and by the way, twelve months

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from now, your compensation from your senior advisor is going

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to get cut in half. I'll train you, but you've

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got to get to work. And the fear in their

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eyes is the same thing I felt and their senior

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advisor felt, because we've got to take away the safety

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net until they recognize how socially important this job is,

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how meaningful you can be to other people. You eat

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less as a service job, but if you do.

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Speaker 5: It well, you really eat well.

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Speaker 1: You can make more money as long as other people

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benefit first. So it's kind of the ultimate altruistic job

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as long as you're focused on engineering outcomes. It's not

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for everybody.

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Speaker 3: Yeah, yeah, well it never has been. But if you

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want to make money, you go where the money is.

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And like, why did Willie Sutton rob banks? Because that

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he never said it, but it's been attributed to him

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because that's where the money is or was. Now there's

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no money in the banks, it's all digital. Anyway, had

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to go where the money is and rich people, you know,

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it's that old thing. It's just as easy to fall

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in love with a rich guy as a poor guy.

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Speaker 1: Right, Yeah, my wife reminds me of that all the time.

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Speaker 3: Yeah, all right, Hey, so how do we how do

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we connect with you on the web?

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Speaker 4: How do we find you and tell us how?

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Speaker 1: So I've launched it. It's really kind of interesting. This

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was a kind of an AI generated idea. I took

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about I don't know, a couple hundred hours combination of

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teachings that I've done, programs I've run, you know, given

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to firms, and then a bunch of zoom calls and

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I picked at random from advisors that I counsel with,

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and I cracked it all into an AI model using

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Google LM. And I said, so, if I wanted to

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create a podcast that would help the public understand if

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they've got an advisor that actually knows what they're doing

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based upon sitting on the other side of the desk

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inherently knowing what's contained in the AI currently, see if

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you can generate ken scripts for me. And with a

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little tinkering, it came up with my first ten scripts

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and I did some editing on it. I came up

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with my own spin on a few, but I was

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blown away. So that led me to believe, well, this

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is stuff the public needs to know. Especially since there's

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going to be such a jump ball coming up for

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where do you go and what do you do? So

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I've got a podcast which i'm just launching. It's titled

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If the Public Only Knew, and I think it's up

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on Spotify at this point. I'm just getting it going,

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which is why I appreciate you having me on. And

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it's just guidelines that they should use for everything as

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to why a bond and a bond fund are completely different,

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all the way down to understanding if an financial advisor

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can't ask the question about why it's important to dynamical

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rebalance and market extremes, what the answer is, and why

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they need to go find somebody that can make an answer.

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So that was pretty much pointed it to the public.

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And I've also got one cunning right behind it.

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Speaker 5: I'll be launching.

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Speaker 1: Title Financial Advisor Masterclass. They're both available. You can find them,

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i think right now on Spotify. Just getting them underway,

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but I'm pretty stoked about it. For now, they're free,

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there's no premium to pick up. But I think what

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you're going to find is the information in these things

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is incredibly useful and it's things the general public just

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doesn't know that. A good advisor does know that. I

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think the public has to know. I started every relationship

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with every household. I took care of every client, took

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care of sitting down and educating them in an agnostic

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way with no firm collateral, basically saying, if you hire me,

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here's what we're going to do, and here's why. If

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I'm not for everybody, if you don't want this, you

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need to go someplace elseuse I'm always going to tell

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you what you need to know may not be what

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you want to hear. So it's that kind of approach.

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I built a very successful advisory practice, and I've trained

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thousands of other fas how to do it. But that

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universe for investors is in the tens of millions against

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the dwindling set of qualified advisors.

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Speaker 5: I think it's going to be timely for the public.

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Speaker 4: I tend to agree with you. It sounds great, all right.

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Speaker 3: So if you've got a question for Gary or myself,

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you can shoot me an email.

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Speaker 4: Dary, what's your website?

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Speaker 1: So right now, the website they can find me on

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is all one word, Better Path Training, Betterpathtraining dot com.

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They'll be links to my podcast up there that's primarily

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written for financial advisors to support my training and coaching business,

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but they'll be able to hit the menu item that

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talks about the podcast if the public only knew, or

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they can find it directly by just going up on Spotify.

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And I think I've got some RSS feeds elsewhere and

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told trying to get it up on app but I'm

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told that should happen hopefully sometime before the turn of

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the decade, so I'm not sure when it's going to

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appear there, but that's the easiest way to find it.

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Speaker 4: All right.

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Speaker 3: Well, I'm going to do a podcast myself about the

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legal profession called legal Theft, and you look out for

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that one.

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Speaker 4: We'll talk to you again soon. Thanks for coming by.

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Speaker 5: Dary, Thanks Carry, it's been a pleasure.

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Speaker 2: Thanks for listening to Carrie Letz's Financial Survival Network, your

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solution to today's trying times. For the latest, go to

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Financial Survivalnetwork dot com. Financial Survival Network

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Speaker 5: Now more than ever

