From Chaos to Control: Expert Tips for Financial Advising with Libby Greiwe

Voiceover: [00:00:00] Welcome to the FAST Podcast, Financial Advisor Strategy Talks with Lara Galloway, SVP of Channel Management at White Glove. Lara provides advisors with an opportunity to hear from some of the best minds in the business. Follow along to learn quick tips to help you grow your business from gaining new leads to keeping current clients engaged and everything in between.

Now onto the show.

Bill Tucker: Hello and welcome to the FAST Podcast with your host, Lara Galloway from White Glove. Lara, good to be with you this week. What have you got going on?  

Lara Galloway: Well, Bill, I'm very happy to have Libby Griewe, the Efficient Advisor podcast host with me today. Libby is somebody I've been following for a while since I'm also a coach.

I love people who talk about things like time management. I think that's really fun and practice management and efficiency hacks and stuff like that. So I've been following her for a while and I'm just so delighted to bring her here because, you know, at White Glove, we're always trying to help our advisors [00:01:00] do a better job of finding new leads and generating new leads for them.  

And then once you get those leads, what do you do with them? And I was listening to Libby and finding out she had so many good ideas and so many hacks. So let me just tell you a little bit about Libby and we'll jump right in. Libby started her own financial planning business in 2004.

And over the years, she scaled into a seven-figure single advisor firm while working only 25 hours a week. You heard that right. So she can be super involved while raising her kiddos and loving her hubby. She knows what it takes to build a 100 percent referral only practice and to not have to grind out the hours to be successful.

Libby ran her own planning business for 16 years, culminating in sales and retirement in 2019. Now she's simply obsessed with helping other amazing advisors do the same thing. So, Libby, welcome to the FAST Podcast. I'm so glad to have you.  

Libby Griewe: Thanks, Lara. I'm super excited to be here.  

Lara Galloway: Awesome. [00:02:00] So, like I said, you have a background.

This is what I think is so amazing. I love listening to other people who are coaches and mentors to advisors, but you have the background of a successful advisor yourself. And I'm really interested, you built a seven-figure practice working only three days a week. That in itself is just stunning.

But I also want you to share how you managed to build such a successful practice. And then why did you choose to sell it and now do what you're doing? So, let's maybe kind of start with that. So just share a little bit, if you don't mind, of some of the top hacks or efficiencies that you mastered that helped you thrive in the business.

Libby Griewe: Yeah, well, I always like to start to be super clear, it was not always that way. So, when I started my business in 2004, I was kind of your typical advisor who was getting their own deal up and running, right? I was working around the clock, like a crazy person, nights, weekends, you know, a client wanted to meet at 6 PM on Friday.

I was there. I was your girl. And I [00:03:00] know a lot of advisors can relate to that when in the early stages of starting and building your business. So in the beginning, I was that crazy person. I wasn't married. I didn't have any kids and I was working 70, 80 hours a week, right? And I got married. And in 2008, something super terrifying happened to me.

And it had nothing to do with the market crash. It was that I found out I was pregnant, and it was great. Because we wanted a baby, but it was also super scary because I knew that there was no way I could continue working the way that I was working and be able to show up as a mom that I wanted to be.

So that's sort of where that mission to really streamline and reduce the amount of hours that I was working kind of came from. So, it was really motivated by this big life change. And then as I started processing about what did I want my family life to look like? What did I want to look like as a mom?

How did I want to show up for my children? It really was important to me to give my kids a [00:04:00] at home mom experience. I wanted to be super hands on. I wanted to spend a lot of time with them. And I wanted to keep running a super successful business. I was really happy with the amount of money I was making, and I really didn't want to give up revenue.

And I knew just for me and my personality that I wanted to continue to have a business and to continue to scale that and grow that and maximize that. I wanted the best of both worlds. That's sort of where that drive or that initial desire to figure this out came from. And really when I think about how I was able to shift from that 70, 80 hours a week down to 25 in just a couple of years.

And I always like to be clear that it wasn't an overnight thing. I didn't just pull the switch and go from 80 to 25. I really kind of spent a few years doing three things. It was building, simple processes and systems. So I had made a very complex business, so it was simplifying everything that I was doing.

It was building a simple team [00:05:00] with the right people in the right roles, with the right culture, doing the right thing. So, the right people in the right seats on the bus, and it was building in a lot of time saving hacks and efficiencies and all the things that I talk about on the efficient advisor.

Lara Galloway: Okay. I love that. And I just want to reflect on something I think was so important when I was coaching my clients. When I was running my business coaching program for women, one of the things that I always said is the best way to get the right answers to what you need, what you want, what you should or shouldn't do the best way to get those answers is to ask the right questions.

And I heard you asking a few questions. How do I want to show up for my kids? Right? I don't remember exactly what you said. How do I define success? How do I make myself happy? How do I take care of myself and my family?

How do I provide that at home experience? So by asking those questions, I feel like that's how you came up with some of the answers that made so much sense for you to[00:06:00] be more efficient you have to have boundaries around your time so that maybe it used to be fine to give 70 or 80 hours a week to your job and you freaking loved it and you love the money and that was great, but you had a different set of priorities come along.

So, I just love the questions that you asked because I think oftentimes, we want the answers, but we don't slow down long enough to ask the right questions. So, I think that is amazing that you even just came up with that right off the bat too.  

Libby Griewe: Well, thank you. I mean, it felt like a very messy period of time.

When I talk about it now, it seems like it was really simple to be like, well, what is it that I want? What does that look like? But there were lots of blood, sweat and tears in the interim to be totally clear.  

Lara Galloway: Oh yeah, no doubt. No doubt. So then you did that, you built it, you made it great.

And then you decided to sell it. I mean, wow. What a huge decision.  

Libby Griewe: Yeah. So it's interesting because I get this question often, like if it was [00:07:00] everything that you said it was, right. So if you had a million dollar practice and you personally were netting seven 50, 800,000 a year working part time.

Why on earth would you sell that? Like, that seems crazy to me. I could kind of call that like, what's the real story here.  

And there's a couple of things. There were some personal factors happening in my personal life that were part of it. I was also in a broker dealership and I was really hitting a wall where I wanted a little bit more autonomy, and a little bit more ability to have more creativity.

And at the same time, I had started the efficient advisor back in 2014, and I had started speaking all over the country and my team and I were hosting workshops and advisors from all over were coming in for two days and we were training them. You know, in all our systems and processes and just giving them the things and the templates.

And I just found that I had so much more joy in the coaching side of the business than I did in the actual running of the practice. And I knew in my heart that I could have [00:08:00] a bigger impact on the financial planning community if I could impact more advisors and keep them in the business, I just saw so many amazing advisors, especially at the time, young women who were getting pregnant and not having maternity leave and trying to figure out how to run a business and be a mom and be a sister and a daughter and a wife and all the things.

And the burnout rate and the attrition rate was really, really high. And so I had this kind of like personal desire to help advisors figure out a better way so that they weren't burning out and that they weren't quitting and that we could really help whatever I could do to impact the turnover rate in this industry and to really give these amazing advisors more tools and more processes and more kind of ways or thinking about the business that would allow them to have the best of both worlds.

I really felt deep down in my belly that was what I was called to do.

Lara Galloway: I love it. And I think coaching oftentimes, once you realize that you have a knack for it, it becomes a calling, right? And it's a bit of an itch that you [00:09:00] can't scratch doing other things. So it's super satisfying and yeah, what a huge impact you're having.

So you've got so many people that you've worked with now, and you've got your podcast that just makes everything that you're saying and sharing like portable on demand information. I love that. And that's something I'm really passionate about with our podcast here is just making sure that we're bringing constant education to the advisors we work with.

There’s just so many people who are doing things well that others can learn from, just like you said. So, on that note, what are some of the ways that you see advisors are wasting their time when it comes to marketing in particular?  

Libby Griewe: Okay. I can get on a soap box for a couple of minutes about this.

So, one of the things that I see, there's a couple of things. One of the things that I've seen are advisors who are small businesses who are pouring money into building brand awareness. And in my opinion, and I remember reading a book a long time [00:10:00] ago and gosh, I wish I could remember the name of it.

And it was talking about the difference between brand awareness and actual effective marketing tactics. And it was like, if you're Pepsi, you have money to do the Superbowl halftime show to build brand awareness, but when you're a small business, if there isn't an ROI on that marketing, then it's money poorly spent, right?

When you're a small business, you don't really have time for brand awareness because it's also such a long lead time to build this awareness over time. And so one of the mistakes that I see advisors doing is pouring money into the easy stuff, the advertising, the sponsorships and not even bothering to track the effectiveness of it and looking at marketing as a budget and assuming that it's going to be a sunk cost, right?

Like I have a $10,000 marketing budget and I plan on spending $10,000 on that versus looking at it through the lens of I'm going to invest $10,000 to get a 30,000 ROI, or I'm going to invest this $10,000 knowing that [00:11:00] I'm going to generate X number of dollars of new business. So in my opinion, like having a marketing budget it's completely insane because we're just assuming that we're going to lose that money.

It's how much money can I invest in my business to drive additional business? And then not tracking it is just the worst thing for me. So if we're going to be investing money into our business, we want to know what that ROI is.

We want to know what we were doing and if it had an impact and how many people saw it and how effective was it instead of just throwing up a bunch of spaghetti against the wall and hoping something sticks, which is perfectly fine. But not knowing, okay, which one's stuck and why, and taking the time to actually figure that out.

Was it because that spaghetti cooked a little longer? Was it because it was a little bit softer? Is it because I threw it harder against the wall? Is it because I threw it softer? So really understanding what you're spending your money on, and is it a sunk cost or is it a re investment in the business and then not tracking it?

Lara Galloway: Oh, that's like my biggest thing ever. So I can remember coaching advisors who were spending like [00:12:00] gobbles of money on radio ads. And I remember asking when a new prospect comes in, do you ask them like, Hey, did you hear my radio ad? And they were like, no, I'm like, well, how do you know if it's working?

How do you know? Like, are people verbally telling you all the time? Hey, I heard your ad on the radio and they're like, well, no, I'm like, okay, well let's figure out a strategy for you to start understanding where the vast majority of your prospects are coming from. And if that is part of it, that's all of it.

Or if that's even a thing. Well, because they think here I am, I'm spending the money and I'm getting new leads. Therefore, it must be coming from this thing that I'm focused on. But maybe they're not focusing on the fact that they built a website a while ago and it's finally starting to hit the search engines and maybe it's starting to represent them.

Or maybe they spoke at a conference and maybe that's what gave them the lift or the bump.  

Libby Griewe: You're absolutely right. So it's a waste of money if you don't track it is such a really smart way of saying it. It's [00:13:00] always a waste of money if you spend it and don't track it, right? That's a good point.

Lara Galloway: Okay. I love that. Okay. Very good soapbox. I support that a hundred percent. A lot of time working with your clients on just in general. Are their numbers, right? We always just call it here advisor math or what are your numbers?

Because we have advisors that have been with us since we founded White Glove in 2015. And we have advisors who can say I've worked on workshops since 2015. I can tell you exactly how much I've spent. To the nickel, I can tell you exactly how many leads I've gotten, whether those were registrations or attendees or no shows, I can tell you exactly how many appointments that I got booked, how many appointments held, second appointments, new clients, total AUM, total commissions, like they've got amazing tracking and every single time we have some of our advisors present that too, we do a big educational event called Host University. [00:14:00]

So every single time we have one of our successful hosts come up and do the advisor math, you ought to see the furious note taking that happens in the audience. People are like, Oh my God. Oh my God. Look at those numbers. I had no idea. And it blows my mind because I would think that as financial advisors, you'd be all over these kinds of numbers.

But you're saying that this is a big mistake advisors are making and they're not tracking it.  

Libby Griewe: Right. And I totally get it because when you are the business owner, you wear 5,000 hats. So you're not just the CEO. You're not just the advisor. Sometimes you're also the cleaning lady. And sometimes you're also the person that shreds the documents and you're doing all the things.

And so it's really common, I think, for advisors to look at the thing that's right in front of my nose. Here's the next thing that needs to be handled and maybe a little bit shorter of a vision for what they're doing in their business and saying I would love the comment.

I think what I hear the most is, Oh, I would love to do that. I know I should be doing it. I just, [00:15:00] I don't have the time or it really, we all know it's I'm not making the time, but when you are in what I call the tornado of your business and it's just swirling around you, it's really hard sometimes to actually take the time to track the thing, even though we all know that you can then use that data later to really streamline what you're doing and be way more efficient.

Lara Galloway: Oh, so good to know data, data, data. I would love to get some tips from you when it comes to advisors who do host workshops like we do to generate [00:16:00] leads, do you have some tips for them?

Like knowing that workshop process, do you have some tips that could help them be more efficient?  

Libby Griewe: Yeah. Absolutely. Yes. So it kind of comes back to this idea of tracking. I always am working with advisors and it's interesting because we'll talk about what is your workshop funnel and really understanding if a strategy is not successful.

So if an advisor is like oh I tried workshops. Those don't work for me. Or I tried hosting a webinar and it didn't work for me. And really when you start getting into it well, how many invitations did you send? And let's say you send out 500 invitations and 400 people respond and say, I'm going to come.

Well, good. That means that you had a good invitation. It was the right topic. Maybe you sent it out in the right way, but if you send out 500 invitations and only 10 people respond, then we need to look at, well, what was the breakdown here? Was it the topic? Was it the title? Was it the location?

Was it the time? Was it the time of year? Right? Like, Oh, I hosted this workshop on [00:17:00] December 25th at 3 p.m. and nobody showed. If we invite 500 people and 400 people respond and 300 people actually show up, then we host the workshop. And if 200 people then want to move to the next step or whatever that looks like.

And I know these are like ginormous numbers and they don't make any sense, but you know what I mean? 200 people say yes, that means whatever topic you presented, you did a really great job. You had a strong call to action. It was the right length, but if those 300 people show up and only 30 book appointments we know that's where the breakdown occurred.  

Maybe there wasn't a strong why story. There wasn't a strong call to action. Maybe your presentation style could use some work. So all these people book appointments for that first initial discovery call. If a lot of people then continue on in the process and go to that next day to gather or goal discussion stage, we know that your discovery call was really effective, but if not very many people move from step one to step two, we know that's [00:18:00] where the breakdown occurs and on and on and on.

Sometimes they'll say oh, I tried that and it didn't work for me. And it's like, well. But which part, so if we can track all of those numbers, we can then go back in and do some diagnostics and say, okay, like it was super strong up until this point.

So the breakdown occurred. This is where the numbers really dropped off. This is where your effectiveness really kind of failed you, right? Like we stopped being effective at this point in the process. And how do we then go in and do some triage and fix that area so that the next time we do it, you are more efficient and you have better processes in place, or you have a better presentation style, or we've tracked all the rights. It's all about using that data to empower you to make better decisions.

So having a blanket statement like, workshops didn't work for me. I tried that is really doing yourself a disservice because you could be having amazing results with [00:19:00] workshops and it's really understanding why didn't that one work for you?

And can we test it? Can we tweak it? Can we try something different to really get underneath where was the breakdown? Where did it actually occur? Instead of just throwing a statement over the whole start to finish process, because as you guys know, and you handle it for everybody, which is an amazing service, by the way like where were you when I started my business?

That would have been incredibly helpful, but we know there's so many steps into executing a workshop that there's a lot of places for it to go wrong. So instead of just saying that didn't work for me. Really, really taking the time and like really putting that CEO hat on and stepping out of that advisor role and into that CEO role and saying okay, what was wrong with the strategy?

Was it me? Was it the invitations? Was it the location? There's all of these different variables and we kind of forget what we learned in high school chemistry that you have to figure out which variable was the one that you changed in order to [00:20:00] make the chemical reaction occur that you want to.

Lara Galloway: I love these analogies and I love what you're saying there, just in terms of tracking the data at all of the different conversion points, right? Because I think you listed, I was counting like five or six of them and of these conversion points and you're exactly right that if you throw the whole thing out, you could have been moving so much closer.

And I'll share a story with you. One of our co-founders, Dean Thurman was saying how he has been in the business for about 33 years, and he's got several sub reps and he says all the time, we really aren't that great at sales. We're all very good advisors.

We're good humans, but we're just not the best salespeople. And he shares a story about how for years, he built his entire business on workshops. Okay. And he'll share the story how they would only get about 30 percent of the room to raise their hand [00:21:00] and book an appointment 30%.

So if you had 100 people, only 30 people raise their hand. Well, that's not a very good number. We benchmark that and say, you should expect about half the room is a good benchmark. And we're not saying that you're going to get that your very first time you do an event there, but it's a benchmark for you to check yourself and decide whether are you meeting a checkpoint?

Like the standard averages are right. And the averages help us. He started doing a different process. About a call to action that had people booking a time on his calendar before they left the workshop. He started doing it differently. I know you have unique and special circumstances if you want to discuss that in a discovery meeting with me, that's completely complimentary.

I'd love for you to book that with our office. But that was it. So he changed his conversion, his call to action to getting people to book [00:22:00] with something he calls the post it note strategy that one of our advisors taught us. And they would have a poster board in the back of the room, and they would have a bunch of sticky notes on it, Tuesday at 11 a.m., Wednesday at 1 p.m., Thursday at 5 p.m. and they would say at the end go pick up the post it note and hand it to our assistant in the back letting us know what is the best time that increased his rate. He's up to 60 percent now on average and with just one tiny tweak.

It's post it notes. It's not even technology. It's not new and better expertise. It's not anything that costs any money, just a slight tweak and doubled literally doubled his response rate at that conversion point. So I love that you said that that's so powerful. And what a bummer if he would have thrown out the baby with the bath water and just said, Oh, I'm not even close to averages.

I should just try something else. This doesn't work. Then White Glove wouldn't even be here. We wouldn't be talking. Okay. So my next question for [00:23:00] you though is something when a White Glove generates the leads, right? If you say you want to do a workshop, we say, okay, give us five or six weeks and you can be standing in front of an audience near you.

Fine. We generate the leads. But what is your favorite efficiency tip when it comes to staying top of mind? And this could be Libby for leads, prospects or clients. We know that again, we're talking about all these different conversion points from a lead to a prospect, a prospect to a client to an expanded wallet share, expanded experience with that client or even a client to a referral partner.

So, what do you have for staying top of mind tips?  

Libby Griewe: Yeah. So there's kind of four things that we sort of live by over here at the Efficient Advisor podcast, and it's automate, delegate, delete, and streamline. And so it's really looking at, are there ways for us to automate some of the follow up from our workshops to stay top of mind.

Can we create a nurture sequence? Can we build out some [00:24:00] workflows that are automatically reaching out to those people on a consistent basis? So can we automate, can we delegate? Are there things that we can have other people with inside of our business do to continue to reach out to those individuals, whether it's sending emails on our behalf or making phone calls or whatever works for you and your practice.

Then is there anything that we're doing again, because we're tracking all of our information? Is there anything that we can delete? That's just not effective. Right. And again, it's all about understanding where are you making the most impact with your time and doubling down on the strategies that work and eliminating the ones that are not that effective.

So you have to be aware of open rates on emails and return phone calls or what is actually working, what's not working and getting rid of entirely the things that aren't working. And so there's automate, there's delegate, there's delete, and then streamline.

How can we create more processes within our practice? How can we build in time? So in our calendar, we had this is the most. Well, I should say like the least [00:25:00] creative name for a time block ever, but it was called awesome time. And it was literally time built into the calendar for us to deliver awesome customer experience.

And so that might look like hey, I had a conversation with so and so at the workshop and even though it wasn't in our presentation, they asked me about Roth conversions. Can I take five minutes and send them a blog post that I did on Roth conversions a year ago, or can I find an article out there?

Can I do something that would be customized to them that makes them feel like wow, she paid attention. They appreciated me or they're taking the time to do these one off things that are more customized in feel. So for me, that's really like, how do we automate some things? How do we delegate some things?

How do we delete things that aren't working. And then how do we streamline and make really efficient follow up process, our social media, everything that we're doing to stay inside of those clients ecospheres. How do we make that better, faster, smarter, cheaper, or easier?

Lara Galloway: Okay. I love [00:26:00] that. The automate, delegate, delete, and streamline.

What a great premise. That's awesome. And again, such good questions to ask. Are there areas in your business that you can be more efficient and apply these rules to it and see if you can do it? I love that. So good. What is that book? Is it unreasonable hospitality? Have you heard of that or read it?

Libby Griewe: No, I haven't read that, but here I am writing it down.  

Lara Galloway: Okay. And I may be getting it slightly wrong, but it's this whole idea in the restaurant industry about how you can absolutely just provide unreasonable hospitality and eelight people. I love your idea of awesome time. You know, that one little special piece where you let somebody know that you were thinking about them.

You went above and beyond. And it's so cliche. I hate even saying that phrase, but letting someone know that you remembered a comment they made and you provided great service and that makes you stand out. So, I think that's kind of the premise of the book. So, I've got to read it myself. I've been talking about it now.

I've got to go read it. Well, none of that happens by [00:27:00] accident, right? It's having processes in place. And that's kind of my sweet spot is how do you build out a process or a system? And so when you have a workshop, how do you build out a process to capture some of those small comments and things that you can weave in later into your follow up and being proactive about creating strategies in order to be able to execute on stuff like that.

I could even see as a process, so I love this idea, and I know we're running out of time, but I could see as a process, Libby, where maybe a workshop host would have their assistant, who maybe helps them out with check in have a template, and maybe just take notes, write down each person's name, and listen for some special nugget.

What is one thing that person says that gives them some special attribution, and I'm sure you can't get it for everybody, not everybody's going to speak, but anybody that you talked when you checked in and you met them, and where are they from, did they mention kids, did they mention travel, whatever it is, and did they ask questions like you said [00:28:00] about Roth conversions, or about RMDs, or whatever it is, and did you write that down, like just gathering those and actually create a process around that to gather those little nuggets at the workshop very quietly when nobody's really noticing and then surprise and delight them when you follow up with them.

Libby Griewe: Yeah, absolutely. Oh, love that.  

Lara Galloway: Okay. So I always like to ask before I wrap up the podcast, I always like to ask about your definition of success because I've been doing this for years with my coaching practice and before I came to White Glove and I just have always been wowed and amazed with what people come up with.

So, whether it's personal, professional, combination of the both, I would just love to hear if there is something that feels like a definition of success that you use in your life.  

Libby Griewe: Yeah, absolutely. So my biggest fear, and I was just having this conversation with a friend, my biggest fear is not living up to the potential that I feel like God placed inside of me.

And that doesn't just mean success at work. That's the potential [00:29:00] to be a really great and impactful mom, the potential to be an amazing and supportive and encouraging friend. So how do I use that potential that God gave me? And live that out in every area of my life. And I know it's super cheesy to say, but thinking about your eulogy or on your deathbed, what is it that I want people to say about me?

And it's not going to be, wow, she made a lot of money working a short period of time, or she sold her business when she was 30. Like that is not going to be what I want to be remembered for. And so for me, it's being able to have an impact on others, to be able to encourage or inspire. And when I'm living out that calling is when I feel like I'm in a place of abundance.

So for me it's if I can feel like I'm in a place of abundance, whether I have an abundance of time, or I have an abundance of resources, or I have an abundance of energy because I'm doing all of the things in my life to create that and there's [00:30:00] never going to be a perfect balance between motherhood and working or time with friends and time with family, like there's never going to be a perfect balance.  

It's always going to ebb and flow. But if I can come from a place of abundance and know that there's always going to be enough and not come from a place of scarcity for me, that is extremely successful.

Lara Galloway: I love that. That's so great. The abundance mindset is such a great way to expand your life, but also to expand the lives of the people you touch and you impact. That's so great. I also just love the whole idea about what's on your eulogy, what you don't want. I have to say what I've always said, I don't aspire to have wow, she kept really the best, cleanest house I've ever seen. That is not what I want to be remembered for. I am in no danger of that. You are living that out. Excellent. Absolutely not going to have somebody say that about me. And before I let you go, I have to ask, how old are your [00:31:00] kids?

My oldest is turning 15 here in a couple of weeks and my youngest is 12 and a half.  

Lara Galloway: Oh, that's awesome. That's so great. Mine are 21, 19 and almost 17. So I love it. It just gets better. It doesn't necessarily get easier. It's just different. And I always say that it feels like every period of raising kids lasts just the right amount of time.

Like when you're kind of sick of diapers, then they move on and then you're kind of sick of like getting up all night and then they kind of move on and it just does keep getting better. Yeah. Well, awesome. Thank you so much for the time you spent with me today, Libby, it was a pleasure having you on the FAST Podcast.

Libby Griewe: Oh, thanks so much for having me. I appreciate everything that you guys do for the advisor community.  

Bill Tucker: Wow. Okay. Lara, I know that regular listeners don't need me to say this, but you always manage to have the most fascinating guests, listening to them always forces me to look at questions that have been asked [00:32:00] all my life in a different kind of way.

So thank you for the guests you have on and the insight that you bring on a regular basis. It's just, it's fascinating. It really is.  

Lara Galloway: I appreciate it, Bill. Thank you.  

Bill Tucker: No, thank you. And thank you for tuning in listeners. If you’re listening to this for the very first time, hit the subscribe button below so that you will be sure not to miss the next episode of the FAST Podcast.

When you subscribe, it gets delivered to your listening device. You don't have to worry about where you heard it or when it is or what it is because it gets delivered right to you. And while we're at it, we'd humbly ask that you share this podcast, rate it, leave a review, because this helps people find the show.

Again, thanks for listening today. For everyone at White Glove, this is Bill Tucker reminding you to live your best day today.  

Voiceover: Thank you for listening to the FAST Podcast, Financial Advisor Strategy Talks with Lara Galloway. [00:33:00] Your go to source designed to help you grow your business. Have questions about the topics covered during the show?

Visit our website at www.whiteglove.com or email us at info@whiteglove.com. Don't forget to click the follow button to be notified when new episodes become available. The information covered and posted represents the views and opinions of the guests and does not necessarily represent the views and opinions of White Glove.

The content has been made available for informational and educational purposes only. The content is not intended to be a substitute. For professional investing advice, always seek the advice of your financial advisor or other qualified financial services provider with any questions you may have regarding your investment planning.