Latest / Beyond Fulfillment Podcast / Disrupting Traditional Finance: How Proxy Financial Puts Clients and Advisors First with CJ Davidson

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Disrupting Traditional Finance: How Proxy Financial Puts Clients and Advisors First with CJ Davidson · Beyond Fulfillment Podcast

• 0:06
  The job isn't to sell yourself.
• 0:08
  The job isn't to obtain new clients.
• 0:10
  The job is to serve your clients.
• 0:12
  Today we're joined by CJ Davidson, the visionary founder of Proxy Financial.
• 0:18
  After rising through the ranks of traditional finance at major institutions, CJ Saw firsthand the limitations of the old school model, and he set out to build something different.
• 0:29
  Proxy Financial isn't your typical financial firm.
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  Instead, CJ and his team are reimagining the advisor client relationship by treating advisors as business owners and bringing truly holistic financial planning to life.
• 0:43
  In this episode, C.J.
• 0:45
  gives us an inside look at how Proxy Financial was born out of frustration with the industry status quo, the challenges and risks involved in shaking up traditional finance, and what it really means to put both advisors and clients
• 1:01
  first.
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  We'll dig into how his company supports advisors so they can focus on what matters most.
• 1:07
  Serving clients, building trust, and crafting creative solutions.
• 1:11
  As always, if you found value from this content, please like and subscribe.
• 1:17
  All right, C.J.
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  davidson, welcome to Beyond Fulfillment.
• 1:21
  Thank you for having me.
• 1:22
  Dave.
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  Great to be here.
• 1:24
  Yes, sir.
• 1:24
  We are excited to have you and excited for this conversation.
• 1:29
  So, cj, you're the founder of Proxy Financial, and that's a firm, a financial firm that operates very differently from the.
• 1:38
  The traditional financial firm.
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  And you, you came up in the traditional financial system.
• 1:43
  So can you just talk to us about what Proxy is and why you decided to found this company?
• 1:50
  Yeah.
• 1:51
  Thank you for this space.
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  I love talking about this.
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  It's a lot of what we do.
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  We consider it common sense and the evolution of financial services, we feel is just in a.
• 2:03
  In a prime spot to be at the center of that, helping it move forward.
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  So the things that we're doing, although they are a little bit different and we're proud of them, we kind of look at it positively like, you know, our time in financial services as it evolves over time, this is
• 2:20
  our responsibility.
• 2:20
  Right.
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  There are things that we need to take and cherish from the way that the business has been done.
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  And there are things that we need to impress upon as far as what we see in the future and how people are living to be able to perpetuate that kind of ecosystem into the future.
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  And the ecosystem I'm talking about is creating an environment where the Advisor can focus on what the client needs and focus on creating real value.
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  And I think in some respects, we've created a unique atmosphere here where we're built as a partnership of financial professionals.
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  We treat our financial advisors as business owners, not as an employee and we provide with them holistic financial services, all of the areas of the certified financial planning designation.
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  All areas of financial planning, not just the ones that make a lot of money.
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  A lot of people say they're holistic, but it's very difficult, one, for a single advisor or a single practitioner to be holistic.
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  It's like the Mary Poppins, One man band in the park.
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  You can play a tune, but it's very difficult to do that in concert.
• 3:25
  Where we're really dedicated to working with the advisor and putting the resources around that advisor in a team fashion or a symphony fashion to be able to allow them to be truly holistic.
• 3:37
  And in doing so, I think we do a really good job of understanding where the advisor wants to be in their client's life, what they're trying to create as an individual in their own business.
• 3:48
  Right.
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  We are asked to be super creative for our clients and architect plans.
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  And that requires creativity.
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  But to shut that off when it comes to being a business owner at the door of running one's own business is just crazy.
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  Right?
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  The reason why in some respects, we're successful as advisors is because we're dynamic and because we're creative and because we think outside of the box.
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  And that bleeds into the way we want to run our businesses and the way we want to serve our clients.
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  So I think the way that we built proxy allows us to really cherish what the individual advisor wants to be and wants to do.
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  Help to create that vision and put it on paper and then support them in growing that.
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  And that, you know, again, sounds maybe like common sense, but it's not as common as you would think in our business, because I think we're at a point of evolution where, where things are changing and people are starting
• 4:45
  to ask for these things.
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  And then firms or advisors, like our group of leadership is that used to be in the business, are saying, hey, why don't we get out ahead of this?
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  Why don't we take what we've learned and what's real and what clients are actually looking for and build a platform or an ecosystem or a culture that supports that in every single way?
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  So I think that's what we created and why we're a little bit different.
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  Okay?
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  And just, just so for the listeners, so they understand, because I'm sure many are used to dealing with financial planners, you know, wealth advisors, that sort of thing.
• 5:23
  Can you just talk about, like, the industry model, how it's set up and then what, you know, why proxy is so different than that traditional model.
• 5:35
  So I think the traditional model relies a lot of the trust building on the institution that one chooses to work with.
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  So traditionally I work for many of our leadership team worked for a very impressive institution.
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  And we believed and we were brought up in the industry to think that the client looks at us and says we are a representative of that institution and therefore we can be trusted because of the institution.
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  And there has become an evolution for one way, shape or form where we're.
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  I think a lot of advisors are realizing that the client is working with the advisor because of the advisor.
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  The institution is less important than one thinks I would love to do.
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  I said this a couple of weeks ago.
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  I'd love to see a wide swash statistical analysis of the top three reasons why an individual works with a financial advisor to see like how many times in the top three it's based on the institution that they reside
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  at, probably not very common and that that's not normal.
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  And I think our business or our industry is still built on perpetuating a brand to push a model and then to cultivate profits through not even just the direct outcomes of how well we serve our client, but the
• 6:50
  derivative of the revenue from those things.
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  Where I think that independent thought process is more our success is predicated on how well we're able to actually deliver value.
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  And by definition in our industry, I think value is more and more tending to be.
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  Does the advisor, does the person that serves me understand where I am right now, where I want to be, and are showing me through believability, through trust, through partnership and through relationship that they can get me where I
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  want to be?
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  That's the definition of value.
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  And I don't think as much of that outcome it has anything to do with institution anymore.
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  It has more to do with how well enabled the advisor themselves are built.
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  So the industry very commonly right now still hangs its hat on, hey, this is the big institution, it's safe because it's us.
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  And they have golf commercials in their everywhere sponsoring things to push that narrative.
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  And they're asking their employees to come back and assimilate to an old model.
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  And even physically where you're located, right, A lot of these places are saying, let's go back to the office.
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  We're building big buildings, we need to fill them with people.
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  I don't know that that necessarily is what the client wants and needs, but it is the old school mentality of the business that's been disrupted by the last couple years with COVID and whatnot.
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  But they're Trying to get back to that old, old institutional thought process instead of kind of taking a look at where the industry is moving.
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  And that creates an opportunity for, for more independent, culture focused firms to serve.
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  So that's, I think, where the industry is.
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  It's, it's, like I said, it's in this weird evolution where it still absolutely works.
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  And there is a significant portion of people that do trust the big institution because it's trustworthy, it is solid, it has a track record.
• 8:48
  But I think more and more people want choice and some individuals, some personality types are more attracted to a relationship where they can trust knowing the real person and having a deeper relationship there.
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  It's interesting, right?
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  It's, it's, it's philosophical, it's economics, it's, it's all things kind of culture.
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  It's all things kind of meshing together, if you will.
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  It's interesting.
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  If, if I may.
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  Okay.
• 9:16
  All right, so let's talk about how the company got started.
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  So you were in traditional finance at one of these bigger institutions.
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  You see this, I guess, landscape that you, you know, in this opportunity for something different and how, how it should be.
• 9:30
  Like, how did you go about getting proxy started?
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  It was a lot of asking questions and getting the answers that we didn't think we would, we would get.
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  So in 2018, when we started taking a look at this, it was because of experiences that my co founder and I had unique to ourselves that got us thinking, like, hey, what is really going on at the institution?
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  I was, I was an advisor and I had an institutional leadership position at the firm I worked for.
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  So I got to kind of go to the manager meetings.
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  I got to see the institutional meetings and how they're decision making at a, at a higher level.
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  And it very rarely ever touched on like, what's good for the advisor, what's good for the client, how is the experience, how are we supporting and cultivating?
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  It was always about operationals and fixing things or profit margins.
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  And that was very eye opening to me specifically because I thought that it was like a big team approach and they're all like leaned in and whatever I needed.
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  Like, it's all about the client.
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  And I'm now realizing kind of, I've been at it alone for the last couple of years thinking that it was a whole like army behind me, but I've never looked at like turned around and actually seen if they're
• 10:39
  there or not.
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  And I spent actually quite a long time, maybe 18 months, moving once to another institution because I didn't Necessarily want to start a firm.
• 10:49
  There's very little, and I'm proud of this.
• 10:51
  There's very little hubris running around proxy.
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  People didn't start proxy because they're like, I can do this better than everybody else.
• 10:58
  It was because we found each other in a time where we couldn't find what we are looking for to be able to serve our clients the way we wanted to serve them.
• 11:05
  And the more we looked, the worse it got.
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  And the more curtains we pulled back because we were becoming successful and allowed to see more, the more disappointed we were.
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  And it was kind of through a combination of frustration and not finding another home, which there were out there.
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  There are just very few.
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  We never had the opportunity to run into those firms.
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  And at the same time, we were tenacious enough to start asking questions to the right people.
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  People that were consultants that have worked for the SEC for 30 or 40 years and understood both sides of the.
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  Of the line, if you will.
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  And every time we'd go to them and say, can we do this?
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  Is this possible?
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  Yes, of course.
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  Like here in the rules is why it's possible.
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  Very clearly.
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  It wasn't gray area.
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  All the things we were thinking of, like, why can't we do this?
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  It was perfectly possible.
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  The institutions impose different rule books.
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  My co founder says the rule books this big, right?
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  What you do is you go to a little institution and the rulebook becomes this big, right?
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  And then you think that little section of the rule book is what.
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  What is the reality and you're not exposed to everything else when you take a step back there.
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  It is possible.
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  But I will say the.
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  From the inception of understanding where it was possible to that swim upstream, maybe for three or four years at least, it was very, very difficult.
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  Very difficult.
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  A lot of, you know, hard lessons, a lot of learning through doing and doing wrong.
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  Because it, again, like, I don't think there are many places out there that were supporting this kind of mentality, especially in 2018.
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  So we kind of had to chop through the.
• 12:46
  The jungle a little bit to figure out how to get through and how to build an institutional or scalable way to provide service.
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  We could.
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  We could work with 12 or 14 advisors as a leadership team, no problem, because we can have a personal relationship with 12 or 14 advisors.
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  But there are thousands of advisors that want to live this way and thousands of advisors that want to own their own practice and be supported in their vision instead of the institution's vision.
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  And to do that, we needed to be able to build something more sturdy Something that people could look at and say, this is the alternative that I've been waiting for.
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  And that took a lot of time.
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  I think if we built it, my co founder's name is Brian Calkins and he says if we would have built just Brian and CJ Financial, we'd be rich really, really soon.
• 13:32
  When we started the company.
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  But the beautiful thing that we've created now and when we look back and we have our, you know, 10pm check in conversations, we're really proud of the fact that we did it right, that we didn't do things to
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  fast forward and to kind of sell our, our autonomy to create what we wanted to create.
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  And now it's kind of getting to the good stuff where we're actually on a daily basis meeting with advisors that were like us in 2018 and before they got into the wrong place or, or resided and gave up.
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  We find them and pull them into the, the ecosystem that we built.
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  So that's our mission now.
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  Yeah.
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  Okay.
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  And so you mentioned there were some hard lessons.
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  It took a lot of time.
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  What do you think was the biggest, biggest surprise that you had to deal with, you know, once you launched this company?
• 14:27
  I think that the.
• 14:32
  That's a good question.
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  I'm like filing through a couple of different things right now.
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  I think having the faith.
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  Early on, I was a successful advisor.
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  When I was young in my career, I made good money.
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  I lived in New York City.
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  I didn't worry about money.
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  And I think the biggest lesson I had to learn was to do great things.
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  You have to really take a step back.
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  And I wasn't prepared for how difficult it was financially to start a business the way we wanted to start it.
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  When we started it, that was a huge lesson that we learned.
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  I think you have to be really clear about where you are in your career and what you're capable of and what you want to do and, and think about it as an advisor and as a financial professional and
• 15:21
  as a business owner.
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  And if you can do that, then, then you have a good chance.
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  And with us, you have a great chance.
• 15:27
  Um, but I think one of the lessons we learned was we thought about it more from the vision and how we wanted to.
• 15:35
  This to look in a few years.
• 15:37
  And we didn't think about how difficult financially it was going to be to do it right.
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  And that was, that was.
• 15:44
  That's.
• 15:44
  That was.
• 15:46
  I pro.
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  I say that because it probably is going to be the biggest contributing factor to how Brian and I continue to lead as we become more and More success.
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  We call it respecting the craft.
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  Struggling as an advisor, doing the things that kind of suck so you understand them and when someone does them for you or you get through that and respecting how hard it was for the next person to come through
• 16:11
  and then being able to serve and help them get through it the same way.
• 16:16
  I don't regret not missing that part, but it was really tough and I think it's going to help shape the way that we serve others and keep it real for a very long period of time.
• 16:24
  If I may.
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  So I, I think I brought that up.
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  It.
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  We've learned some tough lessons and gone through audits that with the se.
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  Our first SEC audit took nine months.
• 16:34
  Right.
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  Like those things are real though and how much time it takes away from your business.
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  Right.
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  To make sure that you have a good standing and they feel comfortable with the way you're running your business.
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  We have a division that has international clients.
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  Right.
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  And it's an arm length distance from Brian and I now.
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  But that international division is an RIA and it serves international clients.
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  Those audits are not easy.
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  But we made a point to say it doesn't just proxy isn't just about people with a US Citizenship.
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  It's about anyone that needs financial services anywhere in the world being able to give them that team approach and that trust.
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  First advisor.
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  And that was the mission part of the mission day one.
• 17:15
  It makes things a lot harder.
• 17:16
  It makes the audits a lot harder.
• 17:19
  But again, we wouldn't do it any other way.
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  We just, I think we were clear and conservative about when we started what we were getting ourselves into and it was harder than that.
• 17:30
  And we're very good at being conservative.
• 17:32
  So that's.
• 17:34
  That was a, that was a tough lesson that I think will give us great opportunity as leaders going into the future as we grow this thing.
• 17:42
  Yeah, it reminds me of a quote that no one gets to skip the messy middle.
• 17:50
  Was there ever a time where it looked like, you know, the company might not make it?
• 17:55
  Of course.
• 17:56
  I think any good company, my stepfather is very, he's now very successful and the company's been around for 35 years.
• 18:04
  He's in construction management.
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  And there were probably times even 20 years into the company where they had tough, tough times.
• 18:12
  And he uses those times to help prepare me and it's served proxy so well.
• 18:21
  I can recall multiple times where Brian and I have not taken a paycheck, a salary to make sure that we paid employees like.
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  And I think any great business owner that's doing great things that's, that's, that's taking the risks to be great, have a story like that.
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  We're not unique there, but that's, it's, it's part of the necessity.
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  Like we, we have had times where we've had to take a look at what is the next 90 days look like and what do we actually need to do to, to survive or get through year end financial services.
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  Registered RIAs have to have positive balance sheet at the end of the year.
• 18:58
  Right.
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  No matter what.
• 18:58
  Or you can't operate in early days.
• 19:01
  Right.
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  When we're discounting fees and, and being more, more open with our clients because we were trying to grow the business.
• 19:10
  That was very, very difficult as well and trying to figure out how to make sure that we had the balance sheet right so that we can continue to operate.
• 19:17
  I mean, I don't, I, I don't want to throw out numbers, but I'm really proud of who we've put first, especially in those first five years and the sacrifices that we've made to keep the company alive.
• 19:27
  You know, it's part of our story.
• 19:29
  Brian.
• 19:29
  Brian.
• 19:29
  And I say there's like a book and it's like, oh, there's a chapter of the book, you know, like hopefully somebody's taking notes but you know that it, part of the DNA is this was not funded by a
• 19:43
  wealthy fund company or we don't have, you know, the, the wealthy endowment behind us or the small equity holder that's been able to capitalize us throughout the journey.
• 19:53
  It's been, it's been Brian and I's business seeding the company and then just hard work and serving the client and staying conservative as we grew the entire time.
• 20:03
  We didn't even get a bank loan for like four years.
• 20:05
  We were.
• 20:06
  Because if you think about it, we're a financial services company and banks have financial services companies and the way that we're built and fee based revenue instead of like physical assets, it is very difficult for financial services to
• 20:20
  get a loan.
• 20:20
  Very difficult.
• 20:21
  And then there's competition.
• 20:23
  So they're not really like interested in lending money to our industry.
• 20:27
  Right.
• 20:28
  Like, oh, competition across the street wants a loan so they can grow faster.
• 20:31
  Okay, like, let me get right on that.
• 20:34
  Right.
• 20:35
  So it, it was difficult.
• 20:36
  We didn't even have, you know, access to credit cards for two years.
• 20:41
  Was, it was difficult in the beginning, but it was because we, we chose not to bring in a third party to influence the decisions.
• 20:48
  And we wholly owned the whole company to this day.
• 20:51
  So we're proud of that.
• 20:53
  Okay.
• 20:54
  Difficult though, for sure.
• 20:57
  And what has there been?
• 20:59
  Because you're really looking to.
• 21:02
  It sounds like the model is really disrupting, kind of like the old guard in terms of how these firms operate and what, you know, what they put first in terms of putting the client first.
• 21:13
  I mean, has there been like pushback from like, you know, the, like the industry giants because they don't necessarily want someone kind of pulling back the curtain and exposing like how things are really done at that level?
• 21:28
  I think eventually there might be some struggle, but I think right now the institutions are still very successful for good reason.
• 21:37
  Right?
• 21:37
  The institutions are amazing for lots of reasons.
• 21:42
  I think there's just multiple different personality types, there's multiple different types of advisors.
• 21:48
  And as we come to understand what choices we have as advisors and the other choices become real and reasonable like independence, then more and more people are going to that path.
• 21:58
  But it's not at the risk of the institution.
• 22:01
  I think it's just those, those people that we're trying to figure out and going to like nine different places.
• 22:07
  They're now just coming to the independent path.
• 22:10
  And that is going to take a while for that to become an issue for the institution.
• 22:15
  And then, then we'll see what happens.
• 22:17
  But I think there's a lot of room here in the middle for that independent that wants to work on a team but build their own thing and be kind of like the best of both worlds, if you will.
• 22:28
  And frankly, the industry and the baby boomer retirees and that transition, there's trillions of dollars that are being managed by advisors that are going to retire in the next 10 years.
• 22:40
  And all of that is not going to go to the institution.
• 22:43
  All of that is not going to independence.
• 22:45
  And there is enough to kind of fuel those different business models.
• 22:50
  Now after that evolution, when everything resettles and we have this next 20 year push with the, the new culture and the new way of financial services, we'll see what, what struggles come.
• 23:02
  But I think right now there's too much moving, there's too many assets in motion with those retirees for us to, to necessarily be concerned with competing with one another.
• 23:14
  It's about establishing the different models that will rise up and be revelant when the assets do move and things calm down again.
• 23:24
  Okay.
• 23:25
  And you know, one of the things that you, you mentioned off camera that I wanted to just have you talk about in terms of what's different about the model is you talk about supporting the advisor and allowing them,
• 23:39
  supporting them to where they have time and the bandwidth to really be their best for the client.
• 23:45
  And by doing things such as like providing leads so they're not having to spend a bulk of their day cold calling and they can therefore operate much better for their their clients.
• 23:57
  You just talk about that, that mindset and what you're doing there.
• 24:02
  This is goes to the core of what I wanted when I wanted to be supported as an advisor.
• 24:08
  It's it.
• 24:09
  The.
• 24:10
  The business of being a financial advisor is not a sales role.
• 24:16
  It isn't even necessarily overwhelmingly a business building role.
• 24:22
  It is a service role.
• 24:25
  You are a shepherd of one's goals and one's aspirations.
• 24:30
  And the the value you bring to someone is whether or not you help and shepherd them to get where they want to go.
• 24:38
  None of that is new business sales.
• 24:40
  None of that is marketing.
• 24:42
  None of that is operations.
• 24:44
  None of that is paperwork.
• 24:46
  It's the relationship and truly understanding the client and creating a blueprint for where to go with them and then being a half a step behind keeping an eye on them as their life inevitably changes so that you can
• 25:00
  change and move with the plan so that they remain successful long term.
• 25:06
  That is our job.
• 25:07
  So when you think about all the things that one does as an advisor that aren't those things that aren't what I just said, there should be an ecosystem where someone is profitable to be able to bring those services
• 25:21
  and those things in whatever combination that that advisor wants to them at the level and at the at the bar that they've set for themselves and their clients on a consistent scalable basis.
• 25:35
  That again, I think it's common sense.
• 25:39
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  If you're tired of being just a number to those big box 3pls, you need to check out our team at Easy DC3PL.
• 25:54
  We're a different kind of partner built specifically for growing brands that ship between 1,000 and 10,000 orders per month.
• 26:02
  We offer warehousing, fulfillment and transportation with a focus on personalized service and flexibility.
• 26:09
  Our central Kentucky location gives you nationwide reach, turning logistics into a competitive advantage.
• 26:16
  So if you're ready to partner with a 3PL that actually gets your brand.
• 26:20
  Visit easydc3pl.com the job isn't to sell yourself.
• 26:27
  The job isn't to obtain new clients.
• 26:29
  The job is to serve your clients.
• 26:31
  So through yeah we we do lead gen but we acquire financial planning practices and one client at a time, every single client in those acquisitions, we pair them off with the right advisor with the right Relationship.
• 26:46
  The goal being that we don't just buy a chunk of clients and then throw a chunk of clients at someone.
• 26:52
  It's someone has built a business for 40 years, 50 years, and those families trust them implicitly.
• 27:00
  We need to look at each family and each family's goals and their path and find the right advisor for that next generation and the ability to do that the right way.
• 27:09
  Again, that is us shepherding.
• 27:11
  We're not selling anybody anything.
• 27:13
  We're helping them continue on their goals as their current shepherd goes out to pasture or retires or whatever in the analogy.
• 27:20
  So to be able to take each advisor, each business owner and treat them like an individual, to say you own a business, you have an independent, distinct and independent goal for yourself, for your practice, for your clients, for
• 27:35
  your future, for your family, let's take a look at that and treat you like an individual.
• 27:40
  And with this library of amazing resources, we can pull the different books and the different things off the shelf to create this complete and holistic platform with which your business thrives.
• 27:52
  That ability to provide those services for them not to think about the cost associated with those services, for us to constantly be pushing them on what we call the efficient frontier.
• 28:02
  So they're not working with cold leads when they're making a certain amount of money because they should be working with referral based marketing or, or doing more centers of influence.
• 28:13
  Right.
• 28:13
  Helping them push on that efficient frontier and then helping them wake up.
• 28:18
  And we like to, statistically, we like to say we want our advisors spending 80% of their time either meeting with clients or doing research on their clients behalf.
• 28:28
  You can't get away from it 100% but an 80:20 ratio in one's week is chef's kiss.
• 28:35
  That advisor is in every meeting phenomenal for their client.
• 28:40
  And those little things that create the better experience and more trust, there's time for that.
• 28:46
  And as an institution, I think we, we've learned through doing what we want and what the advisor wants.
• 28:52
  So the marketing resources, the branding resources, the, the office space that you choose to meet your clients in, right.
• 29:01
  The executive coaching we do in house, all of these things are things that an advisor should be paying for eventually, are paying for now, or are going to need in the future, and taking all of the variability out
• 29:15
  of that and giving them the best that we can possibly find and paying for it so that they can just click in and keep moving.
• 29:22
  That's, I think it's rare and it's really fun to do.
• 29:25
  And that's, that's the core of the business is and that's I think how we're doing things a little bit differently.
• 29:30
  To treat the advisor as a business owner but give them the resources as if they're an employee for Brian and CJ Financial that I, there's not a lot of that out there right now.
• 29:41
  And believe it or not, I think it's going to be one of the more profitable business models in our industry.
• 29:47
  There's a lot to be said about bringing in and paying for resources because the advisor needs the resources.
• 29:55
  Not paying for a blanket of stuff and hoping people plug into it and use it efficiently.
• 30:01
  We're a scalpel instead of a sledgehammer, if you will.
• 30:06
  Okay.
• 30:06
  All right.
• 30:07
  And C.J.
• 30:08
  if people want to learn more about proxy whether they, they want to potentially find out about your services or there's advisors listening who want to learn more and maybe potentially become part of your, your, your team, what's the
• 30:20
  best way people can reach out to you?
• 30:22
  I think, well one, I'm perfectly accessible.
• 30:25
  C.J.
• 30:26
  proxy financial.com proxyfinancial.com is our website for individuals that haven't done a financial assessment or an inventory of the financial decisions they've made thus far in their life.
• 30:39
  We don't charge for that.
• 30:41
  It's, it's.
• 30:42
  Our business model is to build a plan and to work in a multi meeting capacity with our potent with potential clients to show them the value that we bring before we ask them to hire us.
• 30:52
  That's pretty different but it's because we want to show someone that may want to work with us for 20 or 30 years that we're capable of doing what they need us to do before we ask them to trust
• 31:03
  us and send us money.
• 31:05
  So if, if any from a client perspective we have the offices all over the country, advisors all over the country and in Brazil.
• 31:14
  So if, if you're interested in that, reach out to me or reach, go to the website and we'll pair you up with a great advisor.
• 31:21
  I say that because I think in most cases people think there's a paywall between being able to get true advice and to meet someone and to have an earnest conversation.
• 31:33
  And, and that's weird to us.
• 31:36
  If we're gonna try to build a 30 year relationship, let's spend a couple hours together before you have to decide whether or not you want to hire us.
• 31:43
  For crying out loud.
• 31:44
  And, and with 80% of your week available for that stuff.
• 31:48
  Our advisors love people, they love hearing stories.
• 31:52
  What are you trying to do?
• 31:53
  It's, it's unique every time.
• 31:55
  It's never the same.
• 31:57
  And that that's what makes this fun.
• 31:59
  So I encourage that.
• 32:01
  And if you have any feedback or if you want to just spend some time again, cjproxyfinancial.com I have no problem going direct to me.
• 32:11
  All right, cool.
• 32:11
  And we'll link all that in the show notes for everyone.
• 32:14
  All right, cj, thank you so much for taking the time to be here and sharing all this incredible wisdom from your journey with our listene.
• 32:20
  We greatly appreciate it.
• 32:22
  I had a great time today.
• 32:23
  Appreciate you very much.