Recording on location at the Steward Symposium, host Ryan Nauman welcomes Scott Danner (Chief Growth Officer) and Valerie Rivera (Chief Operating Officer) of Steward Partners to discuss growth in wealth management, where organic expansion has become harder and M&A has become a major driver. Danner shares his background building Freedom Street Partners and joining Steward in 2023, noting Steward’s growth from about $30B to over $50B in AUM largely through acquisitions. They explain why Steward frames the function as “strategic growth” rather than recruiting, emphasizing attraction, culture, and relationship over transaction. Rivera highlights advisors’ priorities beyond payout—clients, employees, legacy, and transition support—while outlining due diligence, integration, communication, and repeatable operational processes. Danner addresses misconceptions, the importance of scalable, team-based practices, and Steward’s long-term goal of becoming a $100B firm.

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Learn more about Steward Partners here.

00:00 Welcome and Disclosures

00:41 Symposium Setup and Growth Theme

01:30 Meet Scott and Val

01:54 Scott Career and Steward Growth

03:26 Val Background and Partnership

04:24 Why Steward Calls It Growth

06:32 North Star Relationship First

08:34 Val Perspective on Transitions

12:18 When Advisors Truly Fit

15:35 Due Diligence Beyond Numbers

16:46 Scaling Operations for Growth

18:28 Cutting Through M&A Noise

20:56 Misconceptions and Practice Value

25:35 How Scott and Val Complement

26:53 Future Vision and Closing

Connect with Ryan Nauman:

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Welcome to the Adjusted for Risk podcast.

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Join myself, Brian Naumann, as I

talk markets, investments, economics,

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and life as I help prepare you

for the upcoming week in markets.

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I work for Zephyr, and all opinions

expressed by myself and my podcast

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guests are solely of their own opinions

and do not reflect the opinion of

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Zephyr or Informa, its parent company.

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This podcast is for information

purposes only and should not be

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relied on for investment decisions

Hello, everyone, and welcome to

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Zephyr's Adjusted for Risk podcast.

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We are recording on location at the

Steward Symposium, which is going to be

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a great few days of fun conversations,

great content, and great insights.

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You know, growth within the wealth

management space has been a mixed

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bag, with organic growth becoming

more difficult for RIAs, and which

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has forced some RIAs to focus more

on M&A to achieve that growth.

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Well, I have on two industry experts

who are going to share some insights

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into Steward Partners growth team.

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But first, today's episode is sponsored

by the award-winning Zephyr, which

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helps investment professionals

make more informed investment

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decisions on behalf of their clients.

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All right, enough from me.

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Let's go ahead and bring

on the stars of the show.

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I'd like to give a very warm welcome

to Scott Danner and Valerie Rivera.

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Scott is the chief growth officer,

and Valerie is the chief operating

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officer at Steward Partners.

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Scott, this is your second go-around.

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I'm so glad you, uh, I didn't

scare you away after the first

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one, so that's fantastic.

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And Val, thank you so much for coming on.

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It's an honor to have you on.

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scott, can you start by telling me

a little bit more about yourself?

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Yeah.

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First of all, thank you so

much for having us on the show.

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Um, it's also extremely fun and

delightful to do it with, uh,

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my partner in so many things in,

in, uh, in business, Val Rivera.

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Um, but we're, we're, we're here

and honored to be talking about

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M&A, growth, and all the fun stuff.

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The quick background is, um, you know,

I've, I've kind of been on all parts of

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the financial wealth management journey.

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I, I built the business from the

ground up, knocking on doors and cold

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calling in the old Edward Jones days.

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Um, I then built an enterprise called

Freedom Street Partners, and in

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seven years, we built that to $3.5

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billion and $25 million in revenue.

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Um, and then in 2023, we came over to

Steward Partners, merged our company in a

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full acquisition, and then Val and I led

the beginning parts of M&A at Steward.

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We joined Steward, we were at $30 billion.

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Today, we sit above $50 billion in assets,

and that growth trajectory is largely

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in part, a majority of it has been M&A.

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And so coming in fresh and being able

to continue our model and understanding

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practice management, understanding

the advisor, understanding the,

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the, uh, the process of what we all

go through has been a, a delight.

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And, um, and having Val alongside as

the COO of strategic growth with us to

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build this, it's been a, a great honor.

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So I'll let Val give her

background as well, right?

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Thanks, Scott, and, and

thanks for having us on today.

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Um, I started in the industry 24 years

ago, uh, started at American Funds,

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and then actually moved over to Edward

Jones as well as a financial advisor.

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Uh, and then, uh, when Scott started

Freedom Street Partners, we knew that,

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uh, not only were we good friends, but we

also wanted to continue to work together.

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And so moved over to Freedom Street

Partners, helped manage, uh, our, uh,

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market, going to market for Freedom

Street, and then now we are helping

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other advisors in the industry navigate

their, uh, next steps and next chapter.

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Mm-hmm.

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I love it that you guys

have worked previously, had

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your firm at Freedom Street.

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Both of you came over and now

running the growth team here.

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So that's probably rewarding that

you guys have done it together, and

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also makes it that cohe- you know, a

cohesive group that you know each other.

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It's not like you're starting over

or building something from new.

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So, uh, that's fantastic.

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So Scott, you know, most firms, um,

have an M&A or recruiting department.

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Steward has a growth team.

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What's the difference between, you

know, what you guys are doing as

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a growth team at Steward and other

firms, how they might have a M&A team

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or just a, you know, a separate team?

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Can you, uh, talk about what's the

difference and, and why does it matter?

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Yeah, I love that question because, um,

I think details matter, especially when

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it comes to relationships and words.

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So, um, I chose strategic growth as

the organizing set of words for our

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Uh, group of, of growth-oriented

individuals here at Stewart because

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I didn't wanna be a recruiter.

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I don't believe in telling you and

selling you on why something is great.

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I believe in attracting the

right people to the right model.

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Building a model that attracts people

is completely different than telling

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everyone why something is wonderful.

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And so for me, strategic growth meant

we were building something bigger

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than, than where you are at today.

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People need to be going towards something,

not leaving or running from something.

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And so, uh, we have presidents

of strategic growth.

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I have three across the country that

Val and I have on our team, and, uh,

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everybody is very diligent about that

word in growth, because growth, if

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you're not growing, you're dying.

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Yeah.

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Every company needs a growth

and business development.

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So I think that we're so intricate

in the growth story that it's really

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important that we help shape the fabric

of the company and we want that to

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be a bigger word, and growth is just

the, the biggest word we can get to.

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Yeah, exactly.

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And y- I love the, "If you're not

growing, you're dying," and it's so true.

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And, you know, if there's something

going on, it's s- it's growth, right?

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I've had numerous conversations over the

past two days, and the growth that you

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guys have experienced in nine years, but

even more recently, is, uh, phenomenal.

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So Scott, let's stay with

you again here real quick.

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You know, you've been a driving force

behind Stewart's expansion, that growth.

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What's your North Star, uh,

when evaluating whether a

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partnership or acquisition is,

is truly right and the right fit?

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Because I know one thing- A lot

of things I don't know, Scott and

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Val, but one thing I do know is at

Steward, culture is very important.

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Fit is very important.

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So how do you, when you're going

through and, you know, looking for

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strategic partners, um, what is

that one thing you're looking for

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to make sure that fit is right?

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So the first thing I'm looking for

is relationship over transaction.

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So any time you look at it as a

transaction, you're looking for a deal.

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That means somebody's looking to

take something from another person.

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That is not what we're looking for.

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We're looking for a partner.

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So you said the word

strategic partnership.

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Those words go together.

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Again, the power of those words, looking

for strategic partners to then make up

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the equity component of Steward Partners

is extremely important and dynamic.

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So we were just, uh, talking in our board

meeting about the benefits of not adding

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one advisor from one place, but adding the

advisor from one place, the 10X person,

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the one that's gonna expand the scope,

that's gonna bring everybody they know

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with them, and that's because they're

dynamic, they're energetic, they're the

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right human, and they have a personal

story, not just a professional story.

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Nothing drives me crazier than someone

whose identity is only their profession.

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That is not enough, and that's not

something that I wanna get into.

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I wanna actually build a relationship

and develop it on a much greater scale.

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Yeah, that's so spot on.

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Everyone … I feel everyone's

got a story, you know, and

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I love the unique stories.

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Everyone has their own unique story.

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Tell it, you know?

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And, and kind of be proud of it, um,

because, uh, Scott, to be honest with

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you, some of the, some of the, all the

professional stories are kind of boring.

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They get boring.

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Yeah, exactly.

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Val, you bring a unique lens to this

role as a woman leading operations

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on the growth side of a wealth

management firm, an area that

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historically is very male-dominated.

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How has your perspective shaped how a

Steward approaches growth differently,

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especially, like you said, in a

very male-dominated, uh, industry?

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Sure, and I think Scott, what

Scott mentioned earlier is, is key.

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We really look at this as a relationship

and a long-term relationship, so

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coming at it from that perspective and

really listening to what the concerns

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are for advisors, um, what I find it

mostly, it's not financial at all.

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Um, most of the concerns for advisors in

their next chapter is, you know, what is

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it gonna mean to the employees that work

for them, the clients that they serve?

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Um- Leaving a legacy for their family

or transitioning wealth to their family

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is some of the most important things.

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So working with them directly to

build that strategy, um, walk them

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through the process, understanding,

and ultimately, that's what is

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gonna drive a better outcome.

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Mm-hmm.

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That's fantastic.

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So do you think people don't, or like

an advisor who's thinking about moving

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their book over to Stewart, they don't

focus on the relationships enough?

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Or not even coming to Stewart, just

in the industry, they focus too

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much on dollar signs, getting a

payout, and do you think that's one

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of the biggest mistakes they make?

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I think, and a lot of our competitors

will look, like Scott said, will look

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at the transaction slowly- Mm … and

try and close a deal, and that's not

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what an advisor's really looking for.

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The hardest part for them is

navigating change- Mm … and

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having, knowing that there's somebody

to help walk them through that.

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So as a female in the industry, I feel

like that's where I bring, um, you

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know, have a, a little bit of advantage.

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Maybe women are, are better

listeners sometimes- … especially

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where- Yes, they are.

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… it's male-dominated, so you have a lot of

older gentlemen that are looking to make

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this transition, and then someone that's

helping them walk through that process.

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You have more of a care factor?

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Sure.

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Is that…

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I mean.

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I just want to jump in.

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I think it's, it's really interesting

because maybe it doesn't get noticed

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enough, but the nurturing benefit

of, of Val's demeanor and her ability

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to be patient in the process is

something that's extremely valuable.

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So I think this is something that,

you know, I could tell you right now,

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I have a lot less patience for the

crazy and the one-offs and the…

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There's been moments where I'm

like, "Hey, Val, you take it over.

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I'm done."

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"This, this is, uh, getting frustrating."

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And so, yes, I think to that extent

it's very valuable in that, um, we

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definitely can bring two different sets

of eyes to the way that we, um, we work

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together, and sometimes it has nothing

to do with being a man and a woman.

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Sometimes it has

everything to do with that.

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It depends on the human that we're

sitting across from, and, and

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what we find is we can usually

connect with the person sitting

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across, whether it's her or myself.

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We have a, a tendency to find

that, that common ground.

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You, and you're exactly right, Scott.

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At the end of the day, it

ju- that teamwork between the

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two of you works really well.

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You know what you're good at, Val, you

know the strengths that you bring to

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the table, and how to make it all work,

and because I'm sure that transition,

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that process for a financial advisor and

their clients and their team can be very

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stressful, and it's the biggest decision

that they're gonna make in their career.

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So having, you know, a team that

shows compassion in a relationship

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is probably very important.

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So Scott, the, y- when an advisor and

their team is considering joining Steward,

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what's the moment in the conversation

where you, you can tell, you know what?

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They get it.

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You know, that is different

from any other team.

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They get it.

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They understand the value

that Steward can bring.

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They understand the culture.

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Is there a point where it's like,

all right, you're, you're a good fit?

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Well, I think, I think the point starts

out in an intro conversation when they're,

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when, when we ask them a, a question about

their lives, and if they go right into

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only the business, I know right out of

the gate this is gonna be a transaction.

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If they have the ability to open

up and tell me a little bit about

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themselves, give me a little insight

into who they are and what they

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stand for, why are they doing this?

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How can we help them accomplish

what their goals are?

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So many times, they're, they're, they're

chasing the dollar, and then the dollar's

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empty, and then they don't understand what

they did wrong, but chasing the dollar

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will never, ever give them what they want.

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Mm-hmm.

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So if we help them achieve a greater

good, and we work at s- at something

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that's a little bit, uh, deeper, we

know that in that, that part of the

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conversation, we kind of know that,

that this relationship is pretty good.

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We got, we got a, a email the other

day from large team we had met with,

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and, and the lead partner sent us a

message that just said, "You know,

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we've, we've done 15 to 20 of these,

uh, interviews, and that was the first

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one where we felt connected to anybody.

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Your questions went deeper than

just our, our, our day job.

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It allowed me to open up about my kids,

about our life, about what we're trying

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to actually accomplish, and I just wanted

to thank you for making this process

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feel different than everybody else."

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Mm-hmm.

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I think that is a complete testament

to what we do that's a little bit

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unique, and I'm, I'm very proud

of, of how our team does that.

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Yeah.

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That's fantastic.

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And Val, you said it earlier

too that most financial advisors

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They want the relationship.

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Do you think it's a misconception?

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Because a lot of people think,

"Oh, financial advisors are

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just looking, oh, for money.

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They're just want power and money."

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And do you think that's a misconception?

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There's a lot of financial advisors

out there that actually want more than

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that, want the relationship, they want

with the firm that they're moving to.

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Yeah, 100%.

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I, I mean, most of these, you know,

most of the clients that you serve

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over decades become not only just your

clients, but you've built, you know,

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advisors have built really strong

relationships, and they really care

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about who they're handing that off to.

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And so I feel like as advisors go through,

um, a transition, they're most concerned

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about not themselves or the monetary

aspect of the deal, but they're really

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concerned about making sure they're

making the right decision for not only

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their clients, but also their team

and people that have worked with them.

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So they carry that burden on

their shoulders- Mm-hmm … that

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they're making the right decision

for all these other people.

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Yeah, that's fantastic.

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And I, I, it's spot on because

especially now with, you know, so

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many advisors getting older, they've

got to look at succession planning.

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A lot of times that might be with their

family, maybe their kids, daughters, sons.

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So they gotta look at it beyond

themselves, um, in that move.

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So Val, the due diligence process

for M&A and recruiting is very

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competitive, very intense.

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You guys know it better than anyone.

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Walk us through what Stewart

looks for beyond the numbers.

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Scott, you kind of mentioned it before,

there's more than just recurring revenue,

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you know, what's in the book of business.

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What are the intangibles

that make or break a deal?

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So yeah, we're gonna look

at how the business is run.

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Um, we wanna understand how the

practice operates, so when we're

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integrating the practice, that we

can make it as smooth as possible.

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So that might come down to certain

technologies that are very important in

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the bus- to run and operate the business

on a daily basis, certain team members,

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how do they fit into the new, uh,

infrastructure that they're coming into.

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And then we have a great

team that surrounds us.

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So Scott and I don't do it ourselves.

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We have great department heads.

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We all work together.

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I mean, I think the key in due diligence

and integration is communication

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amongst all of us at Stewart Partners

to really deeply understand how that

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practice is functioning, and that when

they come over, that they can continue

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to run their business the way they

operate and run the business today.

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Val, you brought up operations.

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Obviously, you're the chief

operating officer, so you're

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very good at operations.

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What … You know, growth at this

pace, like we've talked about, uh,

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Stewart is experiencing huge growth.

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F- um, the pace of growth

is very fast and steep.

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How do you make sure that

that infrastructure within the

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operations and the processes can

keep up with the pace of growth?

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So we've certainly adapted some

technology, right, and tools to make

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sure that communication is flowing.

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That's, I would say, the most key point of

an integration and due diligence process,

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is making sure that, um, everybody on

the team understands this team coming

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in, and that we know that, uh, we are

set up and ready to bring them on board.

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So having the right people in

place, having the systems and

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processes, checklists, there's lots

of checklists and tests that we

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go through, um, and everybody has

that r- that role in the process.

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And then it's more of a rinse and repeat.

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Okay.

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Now, transitions are

always different, right?

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There's always gonna be something.

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Um, I tell advisors this all

the time when they onboard.

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You know, everybody says, "Okay, we

want you to have a smooth transition."

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Is there gonna be things

that come up unexpected?

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Sure.

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Mm-hmm.

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Every single time.

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But it's really managing the

expectations of the advisors as they

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come over, and then knowing that

we're gonna solve for it as a team.

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I think that's fantastic, and it's

so important to whether a financial

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advisor has their client talking about

investments is manage expectations.

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And if you don't set those expectations

at the beginning, it probably

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causes issues down the road, or it

could cause issues down the road.

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Scott, there's a lot of noise in the M&A

space right now, private equity, private

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equity, whether we're investing, wanna

get it in portfolios, or private equity

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is investing in, um, getting a piece of

the M&A pie, consolidators, aggregators,

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all competing for the same talent.

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How does Stewart cut through that

noise and kinda separate yourself

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from all these other folks out there?

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Listen, I think it's,

it's like anything else.

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I don't believe anything is competition.

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I believe the only competition

we have is within ourselves.

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So at the end of the day, knowing who

we are, how we put ourselves out there

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in the open market, what we stand for,

what we don't stand for, and standing

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by it, is what differentiates us.

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I don't need to be like anybody else.

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I don't want to be like anybody else.

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Steward is unique.

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Steward is growing at a unique pace, and

we stand out because we are different.

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And so I don't…

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Uh, I think just knowing that is a,

is a major benefit to this process.

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I love that.

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If…

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When you're confident in what you

do, it's like, who cares what's

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going on in the outside world, right?

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Like, this is what we do,

and you know who you are.

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Um, you might know what maybe

you're not good at, what you can't

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do, but you know what you can do.

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And you know what?

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If you like it, jump on board.

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If not, then you know what?

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We'd find somewhere else.

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Yeah.

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I, I celebrate, um, the wins of our,

of our, of our counterparts, the

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people that I know in the industry,

when they're- when they take on a

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team, maybe we both talk to that team.

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I celebrate it for them because if

it's the right fit for that human and

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it's the right relationship for them,

then I'm rooting for them to win.

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If the industry's winning,

we're all winning.

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Another thing that's

really important, you know?

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That's, that's a, that's a

very, um, important part.

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I'm not rooting against anybody.

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I'm rooting for the industry- Mm-hmm

… rooting for wealth management, and

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rooting for the individual that's

looking for the right fit in their lives.

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Yeah.

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No, that's a very good point.

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What's the saying?

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A rising sea lifts all boats, right?

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100%.

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So if the industry is rising, everyone

should hopefully benefit, right?

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And like you said, it makes for a better

industry and better everyone involved.

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Every- hopefully even a podcaster.

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Um- 100%.

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What's, uh, stay with you, Scott,

what's the biggest misconception

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advisors have when they first engage

with Steward about a transition or a

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partnership, and how do you address it?

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It's a great question.

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The, the biggest misconception I think

is, excuse me, maybe they, maybe they

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struggle with understanding the value of

the entire team and the entire process.

372

So I think, I think sometimes

there's a lot of education

373

that goes with this process.

374

They're not often, uh, maybe as prepared

going to market, and so we spend

375

a lot of time helping and coaching

them in the process, f- whether it's

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from, uh, understanding the economics

to understanding team dynamics.

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Um, one of the other things we talk a lot

about is the value of the team and making

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sure the entire team is winning in an, in

an, in a, uh, a transaction of any kind.

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So if we're gonna be building a

relationship and it's gonna be about

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the future, we have to make sure that

every single human as a part of this

381

is gonna be winning in some capacity.

382

And so I think those are often

little surprises that pop up.

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I don't think there's, there's as

big a surprise as today as maybe

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several years ago, but today I

think that's, that's a big one.

385

The, the last point I'll say, and, and you

asked Val a question a, a few minutes ago,

386

um, about what are we looking for and what

are the things that really stand out, I

387

think I always say I want the individual

to not be the god of their practice.

388

I want them to be a prophet for their

practice, meaning that when they come

389

to us, they have a solid next gen.

390

They have systems and processes.

391

The practice is bigger

than them That adds value.

392

Mm-hmm.

393

And so educating people on that,

not everything running through you.

394

If everything runs through

you, that's dangerous.

395

And, and believe it or not, in those

intros, in those very first conversations,

396

we often can tell if they're the

god of the practice or if they've

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built a system and a process around

the practice to serve their clients.

398

You know, that's a really good point.

399

I've had a lot of conversations about

this, and it's all about th- the value

400

of a practice increases when you have

more processes and it's not just, like

401

you said, on one person, that one god.

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If it is spread across multiple people,

there's efficiencies, technology, they've

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got pro- it makes practice more valuable,

and probably a lot easier to transition.

404

Yeah, integrate.

405

Yeah.

406

And also, too, do you think…

407

You mentioned, Scott,

there's less surprises.

408

Do you think it's because advisors now

are doing a better job planning and

409

just preparing, thinking about, you

know, more so than maybe 10 years ago,

410

they're thinking about what are they

doing, what do they want, and that

411

planning process is more comprehensive?

412

I, I don't, I don't know if…

413

I, I'll, maybe I'll take

it a different direction.

414

I don't know if they're

doing any more planning.

415

I think advisors often

plan last for themselves.

416

So they, they're great at planning

for their clients, and quite frankly,

417

if their clients brought them some of

the deals that we've put in front of

418

people, they would tell their clients

they're crazy to not take them, right?

419

There's, there, there's an…

420

It's a, it's a miracle how hard it is for

them to make the decision, but for their,

421

for them to tell their clients the same

situation, it's like a, a no-brainer.

422

I actually just think the topic,

conversations like this, podcasts

423

like this, s- uh, stages at, at

major conferences, this is the

424

number one most requested topic.

425

So I think now, three years, four

years later, we're finally seeing

426

people listening- Mm-hmm … opening

up, communicating, actively talking

427

about what's working and what's not.

428

And, and I think that is, is the, uh…

429

I'm a big soccer fan, and, you know,

growing up and, and playing soccer for

430

30, 40 years in this, in this country,

there's been a progression of soccer.

431

And now more people understand

it, more people are going to

432

games all over the country.

433

I kinda feel like M&A is like that.

434

In our industry, people are now starting

to talk about something that's always

435

been an option, it's always been cool-

Yeah … it's always been something

436

that can solve, uh, you know, your,

your biggest challenges, and it's

437

fun, and it's fun to talk about.

438

And the more we talk about it,

the more people are educated, and

439

then it becomes better planning.

440

No, that's fantastic,

because you're right.

441

We talk about it a lot.

442

You know, wealthmanagement.com,

443

they, their front page is

covered with just M&A deals

444

and, and whatever, um, it is.

445

So it is a hot topic.

446

So Val, the two of you, you and

Scott, you guys operate as a team,

447

a very good, a cohesive team.

448

I can tell just by this conversation

how well you two work together.

449

At the top of the growth

function, you guys work as a team.

450

How do your roles complement each other?

451

You kinda s- mentioned it at the beginning

how you complement each other, and what

452

does that dynamic produce that maybe a

single leader can't, where maybe there's

453

just one growth officer and that's it?

454

How, why is it better to have a team?

455

Yeah, 'cause we, we're both

great at different things, right?

456

So Scott is exceptional

at seeing what's possible.

457

I'm focused on making sure what's

possible becomes a reality.

458

Um, so Scott's really great at painting

a picture, vision planning with advisors,

459

um, focusing on what's most important

to them, and then I think about things

460

like strategy, execution, delivering

on our commitments to advisors.

461

Um, we balance each other really well,

and we, we, we've worked together for

462

over 20 years, um, and we just, we've

always worked well together because we

463

balance each other in different aspects.

464

We're great at different things.

465

Mm-hmm.

466

Yeah, that's fanta- and like I said, I

could tell just during this 30-minute

467

conversation, you guys work well together.

468

Lastly, Val, we'll just start

with you, then go over to Scott.

469

Where is Steward's growth story headed?

470

Where are we going from here maybe

three, four, five years from now?

471

Let's get our crystal,

crystal balls out here.

472

What does success look like for your

team, you know, into the future?

473

I think we're just starting.

474

I mean, Scott and I started this

M&A division here at Steward

475

two and a half years ago.

476

We've seen huge momentum since then, and

it's just rapidly continuing to grow.

477

Um, I'll let Scott s- Scott answer, uh,

pick up from where Steward's future is,

478

but it's bright, and, uh, we're just

enjoying the ride as, as we work each day.

479

Yeah, I, I…

480

Listen, I think the, um, we've, we've

seen 30 billion to 50 billion in AUM,

481

ninth on Barron's list, growth of our,

of our teams, all of our back office

482

integration is, is becoming more and

more, um, just connected and cohesive.

483

Mm-hmm.

484

All those things are great, and that

just means the foundation is strong.

485

I see us, you know, at $100 billion firm.

486

I see us growing to a place where, um,

you know, we continue to attract the

487

next level talent and yesterday's talent.

488

If you are the best at your firm,

this is the place you wanna work.

489

This is the place you

wanna actually retire.

490

This is the place that you

don't have to sell out- Mm-hmm

491

but you can sell and be a part of

something bigger than yourself.

492

Very few places are like that.

493

And so I think, I think

it's really exciting.

494

Um, you know, and it's exciting to

do it with, with the right team.

495

So for us, watching, uh, Jim and High

have found this company and build it, but

496

be open enough to take it in different

directions, that's also, that also

497

shows you a lot about this board, a lot

about our leadership, and about what

498

we've been able to do within a system.

499

So this system and this infrastructure

was existent before we joined.

500

We are very grateful to be building upon

it, but now we're building something

501

that is rapidly growing, and if someone's

listening out there and they're, they're

502

not attracted to this, I think they're

missing where the industry's heading.

503

Yeah.

504

That's fantastic.

505

Scott I think that's a

great way of wrapping it up.

506

It's like you have your own podcast

the way you wrapped it all up.

507

Yeah.

508

Real quick, where can our audience get

more information about your podcast?

509

So, uh, my podcast is The

High Performance Life.

510

Um, and, uh, it's Scott

Danner is the name.

511

And so if you just, if you just

put in Scott Danner on, on Apple

512

Podcasts, Spotify, YouTube, anywhere.

513

Um, believe it or not, we

don't talk about the industry.

514

We talk about life, love- Mm-hmm

… impact, faith and energy, and the

515

four parts and components that I

believe make up an imbalanced life.

516

We're all imbalanced.

517

And so, you know, I just had one of the

top Alzheimer's doctors on my show the

518

other day who had just done a presentation

of 5,000, uh, doctors and neuroscientists

519

in the space, but how valuable that can

be to adding value to our clients or our

520

relationships or our business partners.

521

And so that's the part that I really love.

522

It's all unified.

523

It's all part of it, and, uh,

we, we appreciate any listeners.

524

I love it.

525

Fantastic.

526

Awesome.

527

Thank you so much, Val.

528

Thank you, Scott.

529

Really fun conversation.

530

I love to just listening to

you guys chat back and forth.

531

Um, very insightful, fun conversation.

532

Thank you for coming on.

533

It was an honor.

534

Thank you everyone for listening

to this episode of Zephyr's

535

Adjusted for Risk podcast.

536

You can watch all of our other episodes

on the Zephyr YouTube channel, Spotify,

537

and wherever else you get your podcasts.

538

And please be sure to like, subscribe

and give us a follow on LinkedIn.

539

Thank you very much, and have

a great rest of your week.

540

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