Recorded on location at the Steward Symposium, Ryan Nauman welcomes Maria Condon, Chief of Staff at Steward Partners, to discuss how the firm’s culture is built, reinforced, and scaled amid rapid growth. Maria explains why the annual three-day symposium exists, what makes its energy and access to leadership unique, and how in-person connection complements content like newsletters and podcasts. She details Steward’s ownership-driven alignment and accountability, the planning required as the event has grown from about 50 partners in 2017 to nearly 500 attendees, and what success looks like through engagement and traditions like the NFL-draft-style jersey ceremony. Maria also shares how “Stew-opoly” became a meaningful symbol of the firm’s story, and describes her chief of staff role as driving alignment, execution, communication, and cultural continuity.

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Learn more about Steward Partners here.

00:00 Welcome and Disclaimer

00:27 On Location at Symposium

01:12 Meet Maria Condon

02:28 What Symposium Is

05:13 Why It Feels Different

07:16 Culture at Steward

10:21 Proof Culture Is Real

12:48 Planning and Success

14:41 Jersey Ceremony Tradition

18:29 Scaling Culture with Growth

20:43 Stewopoly Culture Moment

23:10 Chief of Staff Explained

25:00 Culture Drives Outcomes

27:22 Why You Must Attend

28:35 Wrap Up and Links

Welcome to the Adjusted for Risk podcast.

2

Join myself, Brian Nauman, as I talk

markets, investments, economics- Let's

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get started … and life as I help prepare

you for the upcoming week in market.

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This podcast is for informational

purposes only and should not be

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relied on for investment decisions.

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Hello, everyone, and welcome to

the Adjusted for Risk podcast.

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Let's go.

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We are recording on location at the

Steward Symposium, which is gonna be

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a great few days of fun conversations,

great content, and some great insights.

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You know, culture is so important,

whether you're talking about a sports

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team or a wealth management firm.

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Well, my next guest is going to provide

some great insights into the importance

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of culture, along with what it takes to

produce a successful annual conference.

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But first, today's po- uh, today's episode

is sponsored by the award-winning Zephyr,

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which 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 star of the show.

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I'd like to welcome, give a very

warm welcome to Maria Condon.

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Maria is the Chief of

Staff at Steward Partners.

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Maria, thank you so much for coming on.

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Really excited about this conversation.

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It's an honor to have you on this show.

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Can you please tell us a little bit more

about yourself and Steward Partners?

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Yeah, sure.

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Um, I've been at Steward Partners

now for well over 10 years.

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Been here kind of from the beginning.

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So we've really looked

at a lot of machinations,

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changes throughout the years.

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Um, and here we are at

our annual conference.

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It's our ninth one.

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Uh It's doubled, tripled,

quadrupled in size- … so we're

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super excited for this week.

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It's gonna be great.

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Lots of fun.

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Great to see everyone.

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Yeah, it's fantastic.

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I can imagine all the work.

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Is it really, like, a year-round

process of planning one of these

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annual confer- do you ever stop, like,

thinking about it or planning it?

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Oh, no, it's ongoing.

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I mean, right after, once I get home

after the, after this week It starts

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next- We're moving on to the 10-year.

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Yeah.

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So come and talk to us next year- … at

the 10-year 'cause it's gonna be a blast.

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It'll be a big party.

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Yeah.

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For anyone who hasn't

experienced a Stewart Symposium

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before, paint us a picture.

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What is it?

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Why does it exist?

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Why did you think about

starting it nine years ago?

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Sure.

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Well, by definition, it's

our annual conference, right?

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This is a chance for us to

all spend time together.

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It's our advisors, our leadership team,

our board of directors, support staff,

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and we all get together in one place

for a solid, action-packed three days.

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But in reality, it's so much more

than just an annual conference.

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It's the one time each year where

the entire firm really can get

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that chance to come together,

reconnect, and remind ourselves why

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we're all part of Stewart Partners.

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Uh, it embodies the culture

that we work so hard to build.

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Um, there's collaboration, the

forward-thinking mindset, and that small

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firm feel that generally translates

to something closer to family.

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Um, but it's also the first time m-

many of our new partners really get

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to actually experience it up close

what it actually feels like to be part

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of this firm beyond the day-to-day.

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Um, so just as importantly,

it's so much fun.

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Uh, we're super intentional about that.

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We work really hard, but this is a

chance to take that step back, enjoy

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being with one another, and really

celebrate, uh, what we've built and

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what we're building for the future.

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Um, and another really huge

part of this is access.

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It's really special.

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Our board of directors,

our senior leadership, uh,

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strategic partners are all here.

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They're all here to engage.

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Um, and it's not just,

you know, a presentation.

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It's real conversations.

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It's one-on-one time.

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Um, so all of this together,

the connection, the access,

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the energy, it's really what

makes the symposium what it is.

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Yeah, I think that's, uh, fantastic,

Maria, and is spot on because I

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think when we had COVID, which

is crazy- Wasn't that long ago.

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Mm.

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I think before then, people took

for granted interaction, human

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interaction, being till COVID

happened, it's like, oh my gosh.

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I, uh, we can't have conferences, we

can't have, like, social interaction.

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So I think it, people now realize

the importance of it, and they

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don't take it for granted.

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And like you said, I, in the

industry of creating content,

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but, you know, people can get…

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Read newsletters every day.

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Sure.

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They can watch a podcast,

but it still doesn't replace

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the, that human interaction.

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They, you know, listening to Jim

Gold onstage, right, or talking

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to Jim Gold in person, sure,

you can see him on a podcast.

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Mm-hmm.

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But is it the same?

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No, it's not.

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Right.

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You're exactly correct.

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Absolutely.

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Yeah.

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A lot of firms hold annual conferences,

um, but what makes this symposium feel

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different to the people that attend?

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I- is it the energy?

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Other than, you know, we're on the beach.

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Like, what is it?

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W- a location?

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What is it that adds energy to

a conference that makes people,

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you know, remember it and talk

about it for months afterwards?

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Well, I think the energy here

is, it really is, as we like to

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always say, it's electric here.

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It really is.

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Um, you know, there's an energy that

you feel that moment you walk in.

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Again, people are engaged,

they're excited, and they want

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to be there, like, genuinely.

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And for a lot of us, it's

a reunion in many cases.

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It's been an entire year since we've

last seen each other in person,

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so there's this genuine feeling of

reconnection and- Seeing old friends.

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At the same time, you're meeting

the new partners, you're building

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new relationships, and continuing

the traditions that really have just

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been part of the experience of- Mm

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being here at the symposium.

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Um, you see it in the sessions,

but you really feel it in those

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interactions, in those moments.

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Uh, people lean into conversations.

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There's a lot of idea sharing and

learning from each other, and it's just

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very natural, and I think, um, that's

one of the most important things.

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No one's forcing you to be here.

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They want to be here.

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Uh, and I think, um, you know, what

makes me most proud is that people

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walk away feeling that it was time

well spent, and that's always the goal

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and something we're incredibly pr-

proud of as we go ahead and plan this.

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Mm-hmm.

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No, I love that you brought

up it's just natural, right?

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Mm.

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Nobody wants to be forced

to do anything, right?

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That takes the energy

out of it and the fun.

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And, you know, when people are

spread out all over, you get…

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I think Jim said 90 offices.

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Mm-hmm.

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90-some offices around the US.

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You know, you can feel kinda isolated,

so it's nice to get together in one

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place and, and bring everyone together.

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And my next question is about

culture, and I'm sure when you do

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get everyone together, it helps,

you know, confirm that culture,

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res- you know, solidify that culture

that you're building or have built.

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You know, it's one of those

terms that gets thrown around

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constantly in financial services.

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I have conversations about

culture all the time.

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But what does it actually mean at Steward?

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When I talk to you, I've had so many

great conversations with the Steward

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folks, and I can really tell that

culture, it's not just a tagline.

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It actually means something.

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And how does the symposium bring

that culture- Mm … together?

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Uh, yeah, it's tremendously important.

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Um, at Steward, culture isn't

something that we just describe.

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It's something that- It's ingrained.

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It's built into how we

operate here at the firm.

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Um, it really starts with the ownership.

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When everyone has a stake in

the business, it creates a level

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of alignment, accountability

that's really hard to replicate.

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No matter where you sit in our

organization, you're tied to the outcome.

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It's all shared, and that changes how

people think, how they collaborate,

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and how they show up from day to day.

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Um, I remember when we actually first

started Steward Partners, if you printed

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in color at 40 cents a slice of paper-

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everyone's like, "You

can't print in color.

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It's too expensive.

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Our profit sharing."

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You know?

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Um, so just again, it, it,

it just, it really trickles

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down into everything we do.

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Um, so the structure here, it naturally

creates that environment where ideas

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are shared openly, people challenge

each other in positive ways- Mm-hmm

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and there's constant focus on how we can

improve, how we can evolve, move forward.

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Um, the symposium brings that to life

because it creates the space for those

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interactions to actually happen in person.

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It's not just about content, it's

about the meaningful dialogue.

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Mm.

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So advisors are engaging with our

leadership, sharing the ideas with the

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peers, having real conversations about

what works and where we can do better.

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Um, and a big part of that

is, again, the access.

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Our board of directors and our

senior leadership, they're here

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spending time with advisors.

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They're listening.

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They're offering perspective on the

in- on the, um, on the industry.

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There's growth- the growth

opportunities and the future of where

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this firm will sit in the industry.

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Mm.

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Uh, and that level of transparency

and engagement is what makes

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that culture really tangible.

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It's something you can actually

experience, and it's not just

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something that you can hear about.

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Yeah, I think that's fantastic.

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How many places, how many

firms allow you that access.

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I've heard, I've had numerous

conversations today, the access to

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leadership and at, you know, the

symposium, it allows that see Jim, see

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Jeff walking around, see yourself, how

open you guys are, the conversations, and

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I've noticed that in all my conversations,

Stewart really thrives on that- Mm-hmm

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on that openness.

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As chief of staff, uh, you see the

firm from a very wide vantage point.

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What do you observe about the people

at Stewart that tells you the culture

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is real and just not, like I said,

a tagline or some, you know, s-

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castle in the clouds type thing?

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Oh, culture, whatever.

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How do you know it's real?

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Well, I've been here since the

very beginning, as I said earlier.

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Okay.

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So I've really had that front row seat to

how the firm has evolved over the years.

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Um, you know, my heart and my

soul is closely tied to this firm.

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You know, I've worked in other

places, and nothing is like this.

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Um, and I take a lot of pride in that

because I'm incredibly passionate about

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the culture that's been built here.

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Um, you know, we've grown, we've brought

in new people, the structure has changed,

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but one thing that always remains constant

is how people show up for each other.

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Um, there is an expectation

of excellence, but it goes-

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Mm … beyond just performance.

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There's a genuine sense of accountability

to one another and a shared commitment

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to doing things the right way.

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Um, and again, it shows up in

very, very real situations.

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It's, it's how we make decisions.

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It's how we take the feedback in.

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It's how we work through

the challenges together.

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There's alignment around those

behaviors, not just the outcome.

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Um, I believe our leadership team

really plays a huge role in that.

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They're the best in the

business, if you ask me.

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Uh, we lead with integrity, fair-

fairness, they're collaborative,

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and they set the tone- Mm … for

everyone else in the organization.

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So it really is that trickle-down.

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Leading by example is always

the best way, if you ask me.

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Uh, so when you lead by

example, people buy into it.

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Mm-hmm.

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Yeah.

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That's spot on.

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If, if your management team isn't on

board with that culture, then again,

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it's just this pipe dream, right?

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You- Exactly … it, it needs

to start at the top, and, um,

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you can definitely tell it does.

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And, and I, I think you brought

up a good point, too, about the

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ownership stru- uh, structure.

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I think that probably helps a

lot, too, having an openness.

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Are you gonna believe in a

culture if, you know, your views

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and opinions aren't accepted?

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Probably not.

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So- Exactly … very important.

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You know, going back to the event, the

symposium It takes a lot, especially one

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this size, uh, enormous coordination.

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You know, walk us through what goes

into making a symposium happen.

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And I always wonder, w- what is success?

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Is it the number of people that come?

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Is it the number of vendors?

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Like, what does success look like?

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Um, well, I mean, it takes a tremendous

amount of coordination, uh, but I'm very

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fortunate to have an incredibly strong

team behind me, and at this point,

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we're all balancing this alongside

our day-to-day job, uh, which makes a

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successful event even more rewarding.

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Um, but the planning really

starts months in advance.

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Uh, we think about the agenda, we

think about the flow, um, and how

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every detail would contribute to the

experience we want people to have.

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Um, the event itself has really

evolved quite a bit over the years.

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Mm-hmm.

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Our first symposium, it was 2017.

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Uh, it had just over 50

partners, barely a stage.

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I don't even know if we paid

for that many microphones.

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Yeah.

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Um, and now we're approaching 500 people.

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So the growth adds complexity, but

it also makes it that much more

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meaningful when it all comes together.

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Uh, we try to level it up by way

of experience, whether you focus

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on branding and- Mm-hmm … uh,

you know, kind of the marketing

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piece of it, or just the food- Yeah

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or the fun.

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The lunch was fantastic today.

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Excellent.

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Excellent.

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I had the mahi mahi.

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Yes.

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It was very good.

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Cool.

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Um, but for me, the success

is actually quite simple.

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It's really looking around that room

and seeing the people engaged, talking,

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reconnecting, enjoying themselves,

being present in the moments there.

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And then there are the moments that

bring it all to life, and the jersey

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ceremony on the final night is

probably the best example of that.

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And- I'd like to expand on that

a little bit Yeah, please do Um,

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because the- Because I'm gonna end

up missing it, so please tell me

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more about it You're missing out.

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You're missing out, Ryan.

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Next year you have to- Yeah, you-

you- … come to our 10-year Your 10-year.

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Yeah But the concept, uh, you

know, Jim Gold came up with this

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concept in the very beginning,

and, uh, it's like the NFL Draft.

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So each new partner is assigned a

number based on when they joined the

297

firm, so you might be partner 87,

142, at this point 360-something Wow

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um, or whatever it may be.

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There's actually a lot

of excitement around it.

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At this point, people are eager to

find out what their number will be,

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and there was even a big push around

who was going to get number 100.

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I'll never forget- Right … that

was like, "Do I, did I get 100?

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What's my number?

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Am I…"

305

99 was so disappointing.

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Yeah.

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But double digits is

better than triple, right?

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Right.

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Exactly.

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Um, we- How are you gonna

fit 1,000 on a jersey?

311

Oh, you could, you could

fit a lot on a jersey.

312

You could?

313

Okay.

314

It's an XL size.

315

Yeah.

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It's an XL.

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We bring them up on stage one by one.

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We present them with the football jersey

with their name and their number on it.

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The whole room is engaged.

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The music's- Mm … playing,

people are cheering.

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It's, it's super special.

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We even have people now dressing up.

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We had chains- I love it … and

sunglasses, hats, everything.

324

Uh, and then we even

take it a step further.

325

The jersey gets framed.

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It's paired with the photo from that

night on stage with Jim and High

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holding your jersey up loud and proud,

and it's sent back to the office.

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You'll walk into the advisor offices

and you see them hanging on the wall.

329

So it becomes this conversation

piece and something they're really

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proud of, and people even, you know,

they, they compare their numbers.

331

Um, the Clearwater office has all

of their conference room plastered.

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I mean, it's double layered.

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Love it.

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It's, it's awesome.

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Uh, we've even incorporated the

numbers into their name badges now,

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so it becomes part of how people are

identifying themselves at the firm.

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Um, so that's what

success looks like to me.

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It creates moments like that,

um, something fun, memorable, and

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reinforcing, again, that sense of

belonging in that very real, real way.

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I love that.

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That's, that's a lot of fun.

342

That might be…

343

You know, I've been to more industry-wide

conferences, not so much, um- Firm-wide

344

conferences, but that might be my favorite

little- It's so cool … you know,

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end, uh, e- end of event, um, event.

346

That, that's a lot of fun and-

I remember holding up my jersey.

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Yeah.

348

I held it as taut as

possible- As proud and-

349

with a grin from ear to ear.

350

I love it.

351

That's awesome.

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Manager six.

353

Manager six.

354

So, um, not to go too off track here,

for the NFL Draft, they had each player

355

sign their football card on stage.

356

Oh, that's cool.

357

The Topps had their

football card right there.

358

So maybe next you could take it-

Don't be surprised if you see it

359

a step further, and each one can get their

own f- because y- my son loves baseball.

360

I've created baseball cards for him.

361

He loves baseball cards, and now

he'll autograph them, so maybe

362

next time we could take it a step

further and have football cards.

363

Put them in the little frames too.

364

Yes, and then they can autograph them.

365

Little protectors.

366

Yes.

367

Then you can start trading

football cards at your next one.

368

I think you're onto something, Ryan.

369

Do you need me to be, like, on your

staff for putting together items?

370

You're in charge.

371

Yeah.

372

You're in charge.

373

I think I- That's a great idea … I

think I better stick to podcasting.

374

I might steal that.

375

I might steal it.

376

I better stick to podcasting.

377

You gotta come to the 10th.

378

Okay, sounds good.

379

You might have your own card.

380

Done.

381

All right.

382

Um, let's- Fast forward so that, you

know, the, the firm is growing super fast.

383

Mm.

384

Um, I guess I've, I had some great

conversations with folks at Steward,

385

and they just talk about the growth in,

like, nine years, how much it's grown.

386

How do you keep up that culture?

387

And when new people are joining all

the time, and it's growing, and it's

388

not just, like, in one office, it's

across the country, so I'm assuming

389

culture is even harder to go across

the country growing as fast as it is.

390

How do you make sure that culture

resonates in a growing firm?

391

It's work.

392

You know?

393

It's work.

394

It really comes down to being

intentional, uh, because culture

395

just doesn't scale on its own.

396

Mm-hmm.

397

It can't.

398

Uh, so as we've grown, we've

been very thoughtful about

399

who we bring into the firm.

400

It's not just about

production, growth potential.

401

It's about alignment.

402

Going back to what you were saying- Mm

403

if you don't align with the values

and the mission, it's gonna be

404

hard to be a part of that culture.

405

Uh, we're looking for people who want to

be a part of something, who value how we

406

operate, and who are going to contribute

to the culture in that meaningful way.

407

Uh, you know, once people are here, now

it's about the consistency, their shared

408

expectations around how we work, how

we communicate, how we make decisions,

409

and how we support one another, and

that consistency is what helps kind

410

of maintain that cohesiveness, um,

even as we just continue to grow.

411

Um, the symposium plays a really

important role in that as well.

412

It's where people really experience the

firm in that, you know, that concentrated

413

way, how our leadership engages, how

our peers interact, and what it feels

414

like to be part of Steward just beyond

that team that they work with locally.

415

Um, I think that the key is that we don't

assume culture will just carry forward.

416

We actively reinforce it.

417

Uh, so it's something that we talk

about, something that we model,

418

and something that we're very

deliberate in protecting as we grow.

419

Mm-hmm.

420

That's fantastic.

421

So tying that culture into the

symposium, is there a moment from

422

past symposiums where, that really you

remember, could have been nine years

423

ago, could have been last year, where

you were like, "That really is…

424

That captured what the culture

at Steward really is," where

425

you were like, "You know what?

426

That moment right there is all about

Steward and the culture that we built"?

427

Yeah.

428

I was like, I was thinking

back, you know, when I was…

429

I was thinking back at the

years and, you know, we had a

430

really cool moment last year.

431

Um, but one, it, it stood out.

432

We unveiled Stew-opoly.

433

So again, Jim, our CEO,

came up with this idea.

434

He says, "You know, Maria-" I think

we should make like a Monopoly

435

game with Stewart, and let's, let's

put our offices on there, and, you

436

know, we, you know, you keep talking

about it and you're crafting it.

437

On the surface, it was just meant to be

something that was just fun, creative,

438

that we were just gonna display.

439

Yeah.

440

Something really cool and

send it out to everyone.

441

But it ended up representing

something a lot bigger.

442

We took something that was super familiar,

it was reimagined, uh, every detail about

443

it in a way that really reflected our

story, um, our partners, our journey,

444

and what we've built together as a firm.

445

So we made it so memorable that it wasn't

just Monopoly and that's cool that you

446

just made it Stewart Partners Monopoly.

447

It was how the people were

looking at it and reacting to it.

448

They saw themselves in it.

449

They're looking at the streets

and they're seeing their branch.

450

Um, and it, you know, creates

the, another connection.

451

It sparked the conversation, tons of

laughs, uh- … lots of pride in what

452

we've created together, and it was,

it was really, really neat because

453

it really was that reflection, you

know, as you're kind of going down the

454

streets- Yeah … and again, no detail

was n- was left, left behind there.

455

Um, but again, just to be able

to take a game like that- Yeah

456

and make it meaningful, bring

people in, they loved it.

457

It was great.

458

Good.

459

And now we, now we send it

out to our new hires, so.

460

Love it.

461

Be- so between, um, Stewart

Monopoly and then the jerseys, their

462

offices are full of good stuff.

463

Yeah.

464

Talking po- On Zoom calls, you see the

Stewopoly on display- The Stewopoly

465

in everyone's offices.

466

Engagement.

467

Yeah.

468

It all- Yeah … leads to engagement.

469

The chief of staff role

is often misunderstood.

470

What does your role actually

look like at Steward?

471

Is…

472

And why is it so important

at a high-growth firm?

473

Well, it's definitely hard to

define, I guess- … uh, 'cause it

474

could be different, um, and it spans

across so many areas of the firm.

475

Um, at its core, I guess, my role

is about alignment, execution.

476

I work very closely with Jim and High,

our founders, and our senior leadership

477

team, um, and I have visibility across

all of our business departments.

478

Um, so it allows me to help connect

priorities, people, and all of

479

the initiatives that we're trying

to work on in a meaningful way.

480

Mm.

481

Um, so in many ways, I'm helping ensure

that we're setting out to do as a

482

firm actually, what we're trying to

do actually translates into action.

483

Um, and that means keeping a pulse on

what's happening across the businesses,

484

anticipating where support is needed,

and kinda removing that friction there

485

so things can kind of move forward

effectively, smoothly, um, like that.

486

So in a high-growth environment, there's

a lot happening, and my ho- my role

487

really helps create that continuity

and just keeping the alignment there,

488

um, the communication, making sure that

it remains clear, and that we're kinda

489

executing in a way that's carrying

out those strategic priorities.

490

Um, so because I've been here

since the beginning, there's also

491

that responsibility to stay close

to the culture, making sure that

492

as we grow, we don't lose it.

493

Um, it's a role that sits right

at the intersection of strategy

494

and execution culture, and in a

firm like ours, it's so important.

495

Mm-hmm.

496

Let's talk about that.

497

That's fantastic, Maria, and you know,

there's culture I feel like y- and

498

we're in such a competitive space.

499

This space is m- more competitive

than ever, so you need any competitive

500

advantage you can get, and culture can be

that, I believe, if, you know, if it's a

501

real thing, not just a castle in the, in

the clouds, and it can be a competitive

502

advantage in recruiting and retention.

503

Do you think the industry really fully

understands how much culture drives

504

business outcomes, or do they just

think, "Well, it's a nice to have.

505

We say we have it," but,

um, do you think it's kinda

506

misunderstood or underappreciated?

507

I don't think that everyone

really- appreciates how directly it

508

translates into successful outcome.

509

Um, at Steward, we've seen it.

510

Culture isn't separate from the business.

511

It's what drives it, actually.

512

Um, it impacts who you attract,

who you retain, and how people

513

ultimately perform when they're here.

514

Going back to that alignment,

uh, when people feel that

515

alignment, they feel invested.

516

When they understand what they're

a part of, it changes how they

517

show up, just like anything else.

518

Uh, they collaborate more.

519

They take the ownership.

520

They're more committed

to long-term success.

521

It's not just the short-term result.

522

Uh, and it shows up very,

in very tangible ways.

523

There's strong recruiting here,

high retention, and again,

524

that level of engagement that's

really hard To replicate.

525

Mm-hmm.

526

Um, so I think where some firms miss it

is they treat the culture as something

527

you just, you define it instead of

something that you kind of live by,

528

you continue to build it, and you kind

of, you put it into the decisions that

529

you make, um, on a day-to-day basis.

530

So for us, it's part of our structure,

it's our expectation, it's how we

531

make the decisions, and it's not

a layer on top of the business.

532

It drives that business, and I think

that's the most important part.

533

Yeah, that's fantastic, Maria.

534

And like I said, I've said it a lot in

all these conversations, you can see it.

535

It's not, um, it's not,

you know, a fake culture.

536

You can see it, uh, in everyone.

537

Lastly, for the advisors or employees

out there listening to this, and maybe

538

they've never been to a symposium, the

Steward Symposium, what would you say to

539

them to make sure they never miss another

one, other than next year, the jerseys

540

and the baseball card, football cards?

541

What, uh, what can you tell them that,

uh, they're gonna come back every year?

542

You've got- Or

sorry- … to experience it.

543

You have to experience it.

544

You can hear the people talk about it.

545

You can look at all the pictures that we

send around, but until you're actually

546

there feeling the energy, having the

conversations, and seeing how people

547

come together, you don't, you don't- Mm

548

really fully get it.

549

Um, it's three days where you

step away from day to day.

550

You're reconnecting with your firm,

with your peers, and with the bigger

551

picture of, like, what we've built

and what we're building in the future.

552

So you strengthen those relationships,

you get a new perspective, and you

553

walk away with a different level

of energy and appreciation for

554

what this partnership that we- Mm

555

built really is.

556

Um, and once you've experienced

that, you won't miss it again.

557

You're, you're hooked.

558

You're hooked.

559

That's it.

560

I love it.

561

Maria, fantastic conversation.

562

So much fun.

563

I loved it.

564

Loved talking about the symposium

and all the different fun things

565

happening at, uh, Steward.

566

Thank you so much for coming on.

567

It's an honor.

568

Oh my goodness, thank you for having me.

569

This was fun.

570

Good.

571

Where can our audience get

more information about Steward

572

Partners and the symposium?

573

Well, you could visit us

at www.stewardpartners.com.

574

Um, as for the symposium, it's

not super public, but if you

575

reach out, um, yeah, if- Perfect.

576

Reach out to, um, Maria yourself,

and we'll put all that information

577

in the show notes for, uh, for

anyone looking for more information.

578

Maria, thank you so much.

579

And thank you everyone for listening to

this episode of Adjusted for Risk podcast.

580

You can watch all of our other podcasts

on the Zephyr YouTube channel, Spotify,

581

and anywhere else you get your podcasts.

582

Let's get started.

583

Thank you very much and have

a great rest of your week