Entrepreneurs are born out of a desire to fix, to innovate, to act. Conor Delaney, founder and CEO of Good Life Companies is entrepreneurial in all he does. Bold, authentic, and unabashed in his beliefs, he has persevered in health, family, and business by thinking independently.
In this series, Conor is joined by guests from the financial services industry as well as entrepreneurs, wellness gurus, community leaders, mentors, and others to share experiences that led to abundance, success, and wellness in the journey to a Good Life.
Conor Delaney:
Welcome to Thinking Independently. I’m Conor Delaney. I am joined by Nick Subich, co-founder, president, and CEO of YTS Wealth Management. Nick was a company commander in the Pennsylvania Army National Guard. He’s a husband and a father. A lot of important roles.
Nick, talking about your business, we’re going to jump into it a little bit. But you’ve been with Good Life for five years. You came to us from Lincoln. I think one of the things that’s most impressive is, over the last 18 months, you’ve added seven advisors. I’m sure that number’s grown since we have last talked. You’ve grew the assets from 85 million to 850 million. You’ve added about a dozen employees to support your advisors and their clients. Nick, you’ve done all this stuff, and you’re not even 30 yet. I’m looking forward to jumping in, and talking a little bit about your history, and where you are today, where you’ve been, and where you hope to go.
Thanks for jumping on with us.
Nick Subich:
For sure, Conor. Thanks for having me. It’s crazy to hear you say that it’s been five years already because time’s gone by like that. I know this morning when my team’s like, “You realize today is the first day of the second half of the year.” I was like, “There’s no way we’re halfway through 2024 yet.” But time flies when you’re having fun.
Conor Delaney:
It’s July already.
Nick Subich:
Yeah.
Conor Delaney:
It’s crazy. Crazy.
Nick Subich:
Yeah, time flies.
Conor Delaney:
Walk me through a couple things. Actually, before we even start, just take me on the journey. You got into this industry when you were how old? How did you get into the industry? Then, share with me chapter one, Lincoln.
Nick Subich:
Yeah, for sure. Got into the industry at 23-years-old. Got to go through the first year or two of, when you get into the business, there is nobody with any type of money that will trust you with money. You definitely have to take your lumps the first year or two, where bringing in any type of money and gaining any relationship is a huge win at that point.
A gentleman by the name of Dale Yeckley convinced me to get into the business. At first, I questioned if it was the worst decision of my life I’ve ever made. After, at the end of year one, I gained about one client. And obviously, was struggling to survive in that space. I think that, big shout-out to all the advisors in the industry, that continue to push themselves the first year or two. I think unless you’re probably a kid that’s born into dad’s business, everybody probably goes through that first year or two of struggles.
After learning the business for about a year-and-a-half, the guy who we worked for, Dale, basically was like, “Hey, guys, I’m in my sixties. I’m ready to retire. Can you buy me out?” At that point, I had as much negative money as you could possibly have. I had no resources to get a loan, anything like that. Applied for a loan, having no idea of how this world works, and was very quickly denied. Then got introduced to the world of seller financing, so was able to buy the business. At that point, my partner Justin and I bought the business for about $800,000. To me, that was obviously a huge commitment, amount of money. We were working with probably 300K of revenue at that point. We were just a couple guys, sharing an office. That’s the best way I can explain what it was at that point, was not a business at all.
Fast-forward, six months later, COVID happened. Got to see my first time … I don’t know when the last time this was, but got to see the market halted. After that, it dropped 15%. I’m like, “Wow. Did I just make the worst decision of my life?” Taking on all this debt and jumping both feet first into this business. Then we’re three months in, and everyone got smacked in the mouth with COVID.
Conor Delaney:
A couple questions on that.
Nick Subich:
Yeah.
Conor Delaney:
First time that … You said his name was Dale?
Nick Subich:
Yeah.
Conor Delaney:
First time Dale comes to you and says, “Hey, I’m thinking about retiring, I want to buy your business.”
Nick Subich:
Yeah.
Conor Delaney:
What’s your first reaction?
Nick Subich:
First reaction was excitement because I was ready to probably leave working for Dale at that point. I was probably a week away from applying for other jobs because I was probably making 30 grand at that point, and just couldn’t survive anymore. I’d had a little bit of success in business before I got into this industry, and took a 50% pay cut to get into it. It was almost a giant weight was lifted off my shoulders, for about a week, until I dove into what it’s like to actually buy a business. I was like, “Wow, there’s a whole lot of work that needs to happen here. We need to put together how to actually make this happen.”
Conor Delaney:
When I had bought my first business, similar to you, I was under the mentorship of a couple of folks. Mine was my college professor, who had, what do they call that? When you have a second gig. Is it moonlighting, something?
Nick Subich:
Yeah.
Conor Delaney:
But he had another gig where he was managing a lot of the retired school teachers and stuff in our community. I remember, I’ll never forget. I was sitting there, watching my girlfriend, whose now my wife’s soccer game. He comes up to me and he goes, “Hey, I’m thinking about getting out of the business.” I was a sophomore in college at the time. He goes, “I want to sell it to you.” He says it, and he walks away. My first reaction was like, “First of all, why would this guy want to sell a business to me? Second of all, how would I ever buy this? Third, I don’t even know if I would want that.” My first reaction was like, “Let me walk away from that and see if he comes back.” He did, and he did a couple other times. Eventually, I did buy his practice and went through a lot of those same things that you’re talking about.
My first reaction wasn’t, “Let’s jump in head over heels.”
Nick Subich:
Yeah.
Conor Delaney:
It was a little bit of a slow plan. I was younger, I was 20-years-old at that point, so even more financial destitute than you were.
Nick Subich:
Right, yeah.
Conor Delaney:
It’s amazing how, when you look at some of the guys that have been able to get through that first little three to five years in this business, how often times it’s that one or two people that gave you, not hand out, but a hand up. That wound up being a thing that launched a career, and started to get our mind thinking differently.
Nick Subich:
100%. I think everybody needs an opportunity at some point. I don’t know many guys, but I have all the respect in the world for the guys that just grinded it out for 10, 15 years, until they actually had a sizeable business. Because I got to imagine the amount of guys that quit along the way because it’s just not sustainable in the beginning is probably very high.
Conor Delaney:
The market halts, what, a year after you buy the business.
Nick Subich:
Three months.
Conor Delaney:
Oh, jeez. We have this COVID thing happen.
Nick Subich:
Yeah.
Conor Delaney:
What’s your go-to? When you talk to athletes, they have an instinct, a particular instinct to do something, say something, go somewhere. What’s the first thing that happens? Market drops. What’s Nick’s response?
Nick Subich:
I immediately knew if there was any shot in retaining these clients, we had to add value to them in some way. Because at this point, I’m just the bearer of bad news really. Some clients are very educated, some aren’t very educated. All they see is, “Oh, these guys are in charge for three months, and now my money’s down 30%.”
Conor Delaney:
Global pandemic aside.
Nick Subich:
Right, right. Right. You know how it goes. A lot of people were like, “Why didn’t you do something?”
I’m like, “I’ve got to add value in some way.” Obviously, there wasn’t a whole lot of ways to do that. To where, I just took a step back. First, we got on the phone with everybody, let them know that we are a million percent here for them through everything. But I know whenever I get smacked in the mouth like that, my reaction is always let’s take a 10-minute pause and make a strong decision, instead of just trying to do something rapidly. I’m not saying take a long time, I’m saying just stay composed always. We fought through the first couple days of being on the phone with everybody, letting them know that it is okay. We are there for them, there’s no need to make a rash decision.
But I know that if I was going to retain the clients, I need to add some value because I obviously had no … Nobody knew how long any of this was going to last. There was better economics available for the advisor at places like Good Life and LPL that we were able to pass down lower fees to the client. To where, when I saw that those economics were available, I was calling all the clients. “Hey, I know that times are tough, but we’re going to fight for you every day we get up. We found a better place to where we can get you lower fees. It’s bad enough your accounts are down right now with the market, but we’re going to do everything thing we can, and that means getting you the most competitive fee structure we can out there. And aligning ourselves with groups of people that are very similar, to where we want to improve your situation in any way we can. And get you the best resources.” And allow ourselves to be in a position where we can act very quickly.
Conor Delaney:
That’s awesome.
Nick Subich:
Yeah.
Conor Delaney:
To be able to take a really bad situation and do something positive with it, that’s what the clients want to see. They want to see that you’re doing something proactive, and not just doing what the typical thing was. Which was, “Hey, just stick in there, hang in there.”
I remember for us, back in 2007, 2008. My thing is, as soon as the markets went down as a new advisor. With you, it halted. With me, we lost I think 40% over the course of a short period of time, over the course of a year or less, because of the mortgage situation, and whatnot.
Nick Subich:
Yeah.
Conor Delaney:
My thing was I’m going to get my shovel and just start digging. I’m going to find every client that is being under-served at other institutions. I’m going to tell them, “Look, this isn’t my fault, because I’m not your advisor yet. But it’s an opportunity for you to have professional guidance. If you need to yell at somebody, I’m your guy. I’m young, I’ve got nowhere else to be, yell at me.” That’s where we built a lot of our infrastructure as an organization, was adding those clients that were seeking somebody that was going to be willing to take those punches, even if it wasn’t them that designed the allocation, or whatever the case was.
For us, in 2007, 2008, we were able to add really depressed assets that were down 30, 40, 50 percent because the advisor kept on saying, “Just hang in there. Asset allocation, we’re going to hold onto this.” And bring them into a service model that was going to walk them through all of the elements of the financial planning process, with advisors that care about the whole person. Then when the market turns, we inherently had given ourselves a raise for a long time.
I feel like you’ve added a ton to your core business via acquisitions, and stuff like that. But that had to be a big part of your ground game as well, was growing in a down market. So that, when that market turned around, that contributes to that growth of 85 million four or five years ago, to almost $1 billion now. There’s got to be a testament to how you’ve figured that out.
You’ve figured out how to grow assets in a down market. How to grow and acquire business, while implementing a service model that’s going to bring value not just to the clients, but now to this ecosystem of financial advisors that you’re building. How are you doing it?
Nick Subich:
Yeah. It definitely started with realizing that I couldn’t do it all alone. I’ll say that that’s my chapter two. I think this podcast is an awesome idea. To any that I think is truly thinking independently, on your journey of growing in business and life, you try to tackle everything alone. I think that it was, for me, after going at it 20 hours a day, trying to meet with every client, trying to solve every problem, trying to take it all on alone, that I realized that if I was actually going to grow and scale, I needed a whole lot of other people. That probably, a lot of them know more than me, have more experience than me, and are going to be able to add immediate value to our clients.
That really was chapter two, was starting to build out our team that, like you said, to get the clients the highest level of service possible. I was still, at this point, very much focused on just serving the everyday client. Because I was still tackling a ton of new business, and trying to grow another client at a time, rather than focusing on helping advisors grow, a similar path that you’ve set out as you’ve helped us. It was really, once I learned and had the perspective that I have to step away from trying to solve everything myself, that was really a pivotal moment for us. I’ll call it that was really, I would say, end of 2022 that I had that realization. That was when I really stepped back from meeting with clients and started focusing on actually trying to build a scalable business and a large team. Because it was going to take a whole lot of people to accomplish my goal, which aligns perfectly of yours, of just trying to help everybody we possibly can in America.
Conor Delaney:
When you look at that process, one of the things I had figured out early on was you have left-minded people and you have right-minded people. I think one of the things that this industry has failed at doing is helping to pull out the left-minded person, what is a good left-minded track for that person to be on. Then that right-minded person, to be the best right-minded track to be on.
What I mean by that is that you have advisors, we know this … How many times did it take you to pass all your tests? Did you pass them all on the first try?
Nick Subich:
I passed everything first try.
Conor Delaney:
All right, yeah. I don’t like guys like you. For me, I always struggled on those dang tests. I used to tell people, “I could go and speak in front of 50,000 people at Lincoln Financial Field, just hand me the topic on the way up to the stage. No problem.”
Nick Subich:
Yeah.
Conor Delaney:
But you put me in those testing centers, big problem. Typically, you have people that are very good at taking those complex strategies, and making them what I would call Burke’s County Simple. Where you can just relate it to the everyday person, the everyday school teacher, small business owner, et cetera. Then you have the people that are just complete freaks. Super, super smart. Very good at following the detail, at building all the operations manuals, and stuff like that.
For you, and I know your partner … Solid first name. Nick, as well.
Nick Subich:
Yeah.
Conor Delaney:
Who wears which hat in the organization? If you looked at it and said, “I’ve got my right-minded stuff.” Your right-minded guy is more the creative thinker. Then you have the left-minded guy, who is more of the analytical person. You can’t possibly wear both hats. The great ones can do a little bit of both.
Nick Subich:
Yeah.
Conor Delaney:
Which, I think you do very well, and I try to do every once in a while. But who wears the hats of the operational excellence, and then the growth excellence, in your organization?
Nick Subich:
Yeah. The best thing with my partner, Nick, like you already alluded to, same name as me. Great strategy, for anyone out there, that’s looking to double their output. Basically, bring someone in that you can basically brain dump everything you know, and then bring them into the business if they’re capable of it. Which, Nick blew me away right away. It started with just training him literally everything I know. Trying to teach him how to do everything I can do better. Then letting his creative mind run on how he can continue to improve everything.
I would say the only difference between me and Nick, at this point, is I just have a little bit more experience of looking at things more at a macro scale, I think from my military background and seeing how multi-million person organization runs. Knowing that everything that you could want to do is possible. I definitely, I would say, wear the visionary hat. Nick very much wears our implementer hat. To where, where Nick adds so much value to the organization at this point as our COO, is basically we’ll hop on the phone and I’m like, “This is what we’re going to do, and we need to do it right now.” Nick’s like, “Hey, we got this, this, this, and this. I’m not here to be a pessimist or say we can’t do this, but we need to take a hard look at these numbers, or add this, this, and this to make that possible.”
Right now, our duties is I’m definitely pushing forward at setting our goals and objectives of where we need to be, what we need to do to compete at a national scale at this point. Then, Nick is coming in and developing all the plans and ways to implement that at the highest level we can. The biggest thing we’re trying to do at the same time is not let any of our current clients or advisors behind in the process, and trying to maintain. Which I think a lot of people lose sight of when they’re focused growth, growth, growth, service suffers. We want to try to make sure that that service model never suffers at the same time.
Conor Delaney:
Yeah. If you look at some of the most successful businesses … First of all, the really cool thing about you and Nick 2.0 is that neither one of you guys have these massive egos.
Nick Subich:
Yeah.
Conor Delaney:
It’s like if today I’m Batman, and tomorrow I’m Robin, and the day after that I’m the guy mopping the floors, I don’t care.
Nick Subich:
100%.
Conor Delaney:
As long as we’re advancing the football, advancing the cause, leaving the world a better place than it was when we got here, those are the objectives and the challenges that we’re trying to overcome.
But look at Apple, you have Steve Jobs, and you have Wozniak. I look at our journey. I had myself, I had my partner. For years, what it did was, and I know it did the same thing for Apple. Jobs could walk into a room and he could say, “This is what I’m hopeful that I’ll be able to do.” The person he’s speaking to would say, “We need you to do X, Y, Z.” He could say with confidence, “Yeah, it’ll get done.” Even if he doesn’t know it’ll get done, and he has no idea how it’s going to get done, he knows his guy has his back, and they will find a way to get it done. I think that that’s the thing that makes the organizations, especially when they’re in their infancies, super special, is when they have that person that they can say, “No matter what, we can get this done.”
When we were building our private practice out one client at a time, we had carved out this little niche of nurses that were on third shift. Nobody wanted to go and see the third shift nurses. I’ll go see them. I’ve got nothing else to do at 3:00 in the morning, when they’re on their breaks. I would go down there, and I’d pick up all their stuff to do the data collection. I’d drop it on my partner’s doorstep at 5:30 in the morning, because the hospital was an hour away from our house. I’d tell them, “No problem, we’ll have this turned around for you. The next morning, 3:00 in the morning, I’ll present to you what my findings are when you’re at your break on the next day.” They’re like, “There’s no way you can do that. We haven’t seen a representative, because we’re on third shift, in X amount of years. You’re telling me you could turn around my whole financial strategy in 24 hours, and you’ll come back and meet with us at 2:30 in the morning the next day?” Yeah.
Well, that was a pretty well insulated account, because we were the only people that were willing to do that. The only reason why I could speak with such confidence in that regard, or as we went out and built our organization the way it stands today, is because I had that person over there. That I knew, no matter what, had my back and could get the job done.
Kudos to you, for figuring that out. I was fortunate, like you, to figure that out at a younger age. Of I can’t be that person. I have to be a great delegator. I have to be a leader worth following. I need to make sure that I have these people around me that, when I’m sitting around the table, I’m not the smartest guy in the room. Probably not the dumbest, but I’m not the smartest guy in the room, because I’ve surrounded myself with the right talents, and people that have the right complimentary attributes to me, that will help make our organization great.
If I can do that, and if we can do that, then what happens is we get to make that material impact in the clients’ life, and in the advisor that we’re serving, so that hopefully, your area and mine are better than they were, significantly better than they were, because the impact.
What is the thing that motivates you and drives you? If you could say, “Hey, looking 10 years out.” I’m not just talking about business goals in terms of assets under management, or revenues, or anything like that. Although those are important. What’s that one area that you could say, “I can define myself as a business man, as a person, as a business, meaning YTS, as a success if we do X?” What is that?
Nick Subich:
For me, it’s definitely leaving no one behind. I, just like you, meet with advisors all the time. At firms and businesses that are a tenth the size of us, or half the size of us, they with a badge of honor say, “Well, I have a half-million dollar minimum.” Or, “I have a $250,000 minimum. What’s your minimum? I always say, “Zero.” They look at me kind of crazy and they’re like, “Well, that doesn’t make sense for business,” or this, that, and the next thing. I’m always like I’m a 29-year-old guy, my parents had me at 18-years-old. I joined the Army to pay for my college. When I got into the industry, I had absolutely nothing. Who am I to leave anybody behind because they’re defined, by some other places, by a number on a sheet of paper?
Success for me definitely is 10 years from now, our firm still has no firm minimum. At the end of the day, we all exist to help people, and to help them get to wherever they want to be in life. With those goals, usually it comes with helping more people, whether they want to help a grandchild, or their husband or wife, or their son or daughter. That’s what we all exist here for. For us, it’s definitely … Right now, if we have 3000 clients. In 10 years, I would love to have our firm, 300,000 clients, that we’re helping everybody we possibly can no matter what their net worth is.
I think that that’s what we’re all here to do. No one is better than anybody else. We talk about it all the time, how important humility is. Just really, aside from like you said, the revenue, or AUM, or all those different goals, our goal should be to help as many people as we can in whatever way we can. I think just maintaining that identity of how we are, and just spreading it as national as possible, to reach as many people that need our services and need help as possible would definitely be a defining moment for me.
Even aside from the wealth management space and how I help people in that way, similar to following in your footsteps in all the way that you help people all over the world at this point, outside of finances and numbers, just helping people less fortunate than us. I think you set a great example in that. I strive to … Really, for me, the biggest thing I’m focused in on is helping women and children that think or feel that they have no options or nowhere to go because they’re in abusive situations. I would love to help as many of those people I can. It’s probably going to look like helping a bunch of foundations, or maybe even starting additional foundations. To me, outside of the finance industry, I’m really called to help people in that way as well. That would be a huge benchmark for success for me, if I could have something established at that point, to where we’re going out and helping those people that truly need help outside of financial help.
Conor Delaney:
That’s awesome, man. That’s awesome. Shifting gears real quick, and then I know we have to wrap it up. Tell me about the family life. Married?
Nick Subich:
Yeah, married. Yeah, two kids.
Conor Delaney:
How many kids?
Nick Subich:
Two boys.
Conor Delaney:
Two kids.
Nick Subich:
Two.
Conor Delaney:
Two boys.
Nick Subich:
Yeah.
Conor Delaney:
What are their ages?
Nick Subich:
Three-and-a-half and six weeks.
Conor Delaney:
Awesome, man. Congratulations.
Nick Subich:
Yeah.
Conor Delaney:
How did that impact, or change, or pour good gasoline on your fire? How did becoming a father and a husband change your outlook on what you were trying to do? In this business and outside this business.
Nick Subich:
It changed a ton. To be completely honest for the podcast, when I initially had my first son, I kept the same level of output at 18 hours a day, seven days a week. Learned through a lot of troubles and stress that I almost lost my family because of that. We talk about that all the time. You know the numbers like the back of you hand, about how many financial advisors are divorced. The kids don’t talk to them. For me, I had to take a real hard look in the mirror that yeah, I’m all about growth, growth, growth, business, business, business. But at the end of the day, your family just wants you in their life. They want to know that, outside of money, that you actually care about what’s going in their life on a day-to-day basis.
I can say, for me, I almost lost my family before I realized I had them. I think it took that for me, because I was so young and hungry that I just focused on nothing but that. After about a year to a year-and-a-half of my son’s life, I realized I’m not in his life at all. For me, that was also a big driving force to build out our team and not take everything on alone because I realized I needed more time back to spend with them. Now, as much as possible, I try to make sure that I’m home to at least tuck the kids into bed every night. When I’m not doing this, I literally do nothing else but spend every second I can with them. I think that that means more to them than any financial number down the road, is that I was always there for them, and took the time to spend that quality time with them, and to actually experience life with them.
Conor Delaney:
Yeah, that’s awesome.
Nick Subich:
Yeah. For me, it’s just definitely changed everything. My goals now are not, “Hey, in 10 years, I’m going to have this car or this property.” My goals are, “In 10 years, I’ll have this established for my sons, for my boys.” To where now, their kids are someday taken care of. To where everything now is much more legacy driven for me, rather than experience it, live fast today. I’m laser focused on not 10 years from now, but 100 years from now down the line with my family, and how my actions today are going to impact that.
Conor Delaney:
That’s awesome, man.
Nick Subich:
Yeah. Just looking way more forward.
Conor Delaney:
Yeah. Kids are always the best barometer for how we’re doing as people, as fathers, as business people, or whatever. I always say, especially as we’ve grown our business and our family, hopefully the majority of the impact that you make on people outside the four walls of your home, it’s a great experience for them. But the key barometer is when you walk in the house, and the kids are wobbly and they’re running, depending on their age, or whatever, over to you. The beauty is when you’re stiff-arming them to get to mama.
Nick Subich:
Yeah.
Conor Delaney:
To be able to spend that first couple of minutes, just reintegrating back in after that day, and that time away from mom, and babies, and all that stuff. Because all that, that’s why we do it, that’s the purpose. I talk to a lot of clients sometimes, even still in my position today. Talking to a client just the other day and it’s like what’s the purpose for saving this money? What’s the purpose for trying to create this bucket of money in retirement? “Well, I want to create these experiences, and these family vacations, and all this stuff.” Well, if we sacrifice all of the family stuff in order to create this big bucket of money so that we can have family vacations, you’re going to be spending a lot of time alone.
That’s awesome, to be able to get that at a young age. For me, losing my dad at the age of 17, and for all intents and purposes, my mom shortly there after. The key is really just realizing how important time is.
Nick Subich:
Yeah.
Conor Delaney:
Usually when you’re in your mid-30s, late 30s, people are starting to see their parents maybe slow down a little bit. I, as my partner once told me, “Got that all out of the way at a young age.” But what it’s done is it’s put this really important factor and measure on how you’re looking at time.
Yeah, I would just encourage you, man, take in every one of those bedtimes. Because every night, when you close that door, a little bit of sand leaving the hourglass, and we can’t get that back. No matter what the next business win looks like, it’s that time with the family that makes the most sense, and is so key and critical.
Hey, man, this has been a lot of fun. Closing question. The best lesson or the best piece of advice you’ve had given to you over the last five years? Personally or professionally.
Nick Subich:
Yeah. Definitely professionally, Colonel David Morgan. Obviously, a Military mentor of mine. I was talking through a problem I was going through with him, and I was talking the different courses of action that we had to possibly move forward. He asked me what I was thinking, and I gave him that answer. He was like, “Why not the other two alternatives?” I said, “Those ways would be way too hard,” to go the other course of action. He paused. Then he looked up to me and he said, “Nick, do we not do things now because they’re hard?” It hit me way by surprise. I fell into literally just taking the easiest option.
Now, I use that every day with my company. Any time someone says, “Well, it’d be too hard,” or, “This is the easier way,” I say, “Since when was any outcome worthwhile not really hard to make happen?” Now I pretty much wear that with a badge of honor and embrace that. It’s like, “Hey, what we’re about to do is going to suck, but we’re going to come out of it way better than we are today.” Most likely, the harder option is the right option and the road worth traveling.
Conor Delaney:
That’s awesome, man. You got to clean that quote up and get it on a wall somewhere in that beautiful office of yours.
Nick Subich:
Yeah, for sure.
Conor Delaney:
All right, man. Thank you so much for joining. I really appreciate it. I’m excited to see your journey. Thanks so much for the time.
Nick Subich:
Awesome. Thanks, Conor. Really appreciate you.
Disclaimer
The opinions voiced in this podcast are for general information only and are not intended to provide specific advice or recommendations for any individual to determine which strategies or investments may be suitable for you. Consult the appropriate qualified professional prior to making a decision. The economic forecast set forth may not develop as predicted, and there can be no guarantee that the strategies promoted will be successful. All performance referenced as historical and is no guarantee of future results. All indices are unmanaged and may not be invested into directly.