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Live by Design with JD Ramirez | Financial Planner Search · Financial Planner Search

• Chase: All right, here we are. Juan, thank you so much for joining me today. JD Ramirez: Thank you. So exciting to be part of this. Chase: Yeah, I've been looking forward to talking to you talking to you, Juan. let's let's jump right in then. tell us a little bit about your practice and what you specialize in. JD Ramirez: For sure. So we're so excited because over the last two decades of working with business owners across the nation, we have found out a a lot of gratitude and a lot of reciprocity in our clientele. That we are every time that we interact with new clients, we get excited about sharing some life moments, spending some quality time together and helping with their financial needs. Chase: Excellent. So you say you specialize in in business owners? JD Ramirez: Correct, that's the primary market that we move in. We specialize in business planning. Chase: business planning. All right. We're gonna dig into that a little bit more later in this episode. But first, can you tell me a little bit about what inspired you to to get into this business? JD Ramirez: years of working in my family business. So my family are from Colombia originally. So we were in the winemaking business. And during the process of growing and my uprise was all about business so going to school practicing sports and then going to the afternoon spending time in my homework and then working for the business I gravitate towards the finances department I try to use learning from those folks that they used to work for my family business and I moved into that direction when I went to college I did economics and mastering finances just to just enhancing that space and that spectrum of financial planning for my family business of course. Chase: And can you tell me a little bit about what was the experience like growing up, working in your family's wine business and what what drew you into the into the finance side of things? JD Ramirez: It was fascinating. So when I was young, probably at eight and nine years old, all my family dedicated most of the day at the just plantation, having grapes, doing all the fermentation, having the testings. I was not testing wine at that point. Chase: Yeah. JD Ramirez: Just to clarify. But later on I started getting interact like interactions with vendors, producers, self-reps. other clients and it was fascinating. Everything around the world of wine and spirits is just so it's lovely. It's just the fact of getting the opportunity to provide some products. We have the manufacturing and then distribution as well. You start interacting with a lot of people. So I found in love with building relationships from day one. Just getting connected with other people, getting to experience life providing what they wanted. They were looking for wine, the best wine in the region. And that's how we definitely accomplished years of success. But I moved towards another spectrum that was the financial component of the company. So I started working in the day-by-day basis with accountants, financial associates in the company that they were interrelating production and economics. So that is what brought up my Interest to learn about economics and finance. Chase: What about what about the the economics and finance side of things interested you at that time? Was it the complexity? Were JD Ramirez: I Chase: were you drawn to the numbers? Like what was it? JD Ramirez: I thought that was just how good a somebody like my parents can take, in essence, some products and put them in the marketplace and create revenues to continue reinvesting in the business. So it was the fact of that the dynamics of the speed of the money, how the money is working, how the interaction can create channels of affluent cash flow. And then reinvesting it in the business to get greater margins, higher margins. It was fascinating to me. And the fact that they were able to continue growing, provide value, attract talent, provide a future for our employees brought me to the point of like wanting to know and understand the money management today one. That's what kind of sparked me the interest on economics. Chase: Fascinating. And so how did that experience of growing up in your family's wine business and getting into the the finance side of things and yeah, how did that experience shape the way you approach your practice today? JD Ramirez: I think that one of the things that I have learned since day one, number one was kind of like the the love for what you do. So it built up in an element of ethics, hard work always pays off and we worked really hard. To provide the best products, the best value to our clients across the nation in different countries in South America to begin with. So that to me brought the first approach of like what you do, do it well. Do it at the highest level. If you are selling a product or you are creating a product or you are offering advice in this case, do your best with best intentions of your client or the person, your audience in mind. That's what translates today in kind of my ethics. I'm very professional and I deliver what I promise or what they expect from me, and we overexceed that expectation. Chase: And so those values that you learned growing up really, really influenced like exceeding expectations and and doing basically what you say you're going to do is very, very important to you and your firm. JD Ramirez: It is important to me. I think that for any human being, your word should be something that is signing a contract. If I said something, I will do it at the highest level. And that's what is driven our business today. Our practice is building the foundation of delivering what we promise and make sure that the client is in a better place every time that we have an interaction with them. Of course, in financial planning, we all are planners, right? We're always thinking about the future, helping our clients to think abroad and bring that back to present through reverse engineering. But how that person can live by design, not by default, is kind of a principle. So with that principle in mind, I have to make sure that my team, the people that I lead in my firm, provide the same value. and provide something important is edifying others with every word that you are bringing to the table. I mean our words are so powerful, Chase, that if we don't use them properly, go from bolding somebody to maybe destroying somebody. So that's kind of like the process of the relationship that we have with our clients is how we can edify every time that we have interaction with anybody at any level. Chase: That's powerful. And I really like that what you said there. Live by design instead of by dis by default. That's that's powerful. I love that. While we're talking about JD Ramirez: Yes, we love you. Chase: the people who who who you serve, can you describe the kind of person who comes to you typically? JD Ramirez: Absolutely. For the most part, I would say 90% of the people that we work with is business owner. They have developed or launched an enterprise. They got private health business, they got entities, they got restaurants, they got stores, they got a practice in healthcare. Maybe they are attorneys, potentially is like a person that has been working for a few years, maybe five to ten years. in their business, building their enterprise, mastering their craft. That's the majority of the people that we serve in these days, and we love to work with them to take them to the next level. Chase: And so what does that often look like taking someone to the next level? JD Ramirez: Absolutely. That's a great question, Chase. So most of the time when they come to us, they come with something that is already Built up. They got some strategy or a structure in place. The first thing that we look is trying to understand their variables, trying to do an analysis, a detailed analysis of what they have. Most of the time, they can improve that with different strategies, or perhaps they can identify some problems. Now, very rare they're in a great shape and we tell them, hey, you're in good shape. At least you have a second. Set of eyes, and then you can continue the trajectory of your plan. But that's very rare. Over the last decade, we have developed so many expertise that when they come to place, they learn something, something new. That's the point. The idea is that every time that we have an interaction, we are going to provide some value that they find almost all the time, the aha moment, they are like, wow, I didn't know that. Or I was not aware of this, or I wasn't prepared for seeing that down the road could be a pitfall. So that at a moment is what we love to encounter or identify earlier in the first conversations. That's what we find out that most of our clients express the gratitude at the end of the meeting, saying, Well, this is something that you changed my vision of how my business is built on maybe a good foundation, but there was a missing part. Chase: What does that aha moment often look like? Do have any like specific stories about about that happening? JD Ramirez: Absolutely, absolutely. And I think stories are always great. The storytelling is the best element that we usually apply in every single conversation. I need a group of advisors that I consistently encourage them to share stories. And I could share a story most recently. We have a great conversation with this couple of business owners. They have been in business for over 45 years. They were originally moving from Mexico to the States 45 years ago. They built this business from ground zero. So mom and dad and three children were able to reposition and relocate to the state of Georgia in Atlanta 45 years ago, and they start building this manufacturing company from ground zero to today. Today are very successful. They have done a good job. They are phenomenal. Hard workers, very ethical. They are making an impact. Not only the life of the family. But many families that they hire to work for them. So the conversation actually was very rich on hey, great, you have been putting all this together, but there are some areas that we need to prepare on, especially succession planning. What you are expecting to do with your business? How would you like to transfer this to the next generation? Or maybe going through an acquisition process. There were some questions that they never were asked to them. And they were like fascinated. They say nobody has ever asked that question. Nobody has been interested on what my feature looks like, other than, hey, you should buy this or implement this. We don't sell, we don't try to implement strategies without knowing the expectations, the longevity of the business, what your dreams are, what your objectives are. And that created an opportunity for us to talk about estate planning. Hey, have you been prepared? How are you transferring from the first generation to the second generation the business and having less impact? On the tax component? Have you been able to reward your executives of the company, the C-suite employees? They were actually very close to the family. They treat them as family and they say, we haven't think about it. We haven't think about a plan to reward and retain that talent and not only just transfer the business to the next generation, but also give a component of equity to those that they have been special to us. They never have that question either. So that conversation opened the door for so many layers of planning that we have been able to implement over the last probably three years, and after 45 years of experience. So that's how usually conversations flow on thinking above and beyond only. the current present, but also we integrate second generation, third generation actually, the god grandchildren that they are affiliated to the company, how they can make a multi-generational impact on the life of many, not just the family, but also the executives and other employees. So that's fascinating, Chase. The fact that a good open-ending conversation takes you to places that you never think of, that's what we love to do. Just find out opportunities to have a dialogue. more than just asking questions, it's have a dialogue that goes both ways. They can learn from you, we can learn from them. And the idea is at the end of the conversation, if it's value proposition and they find that we are a good research place for them, we can start working together. Chase: those stories where people come here and they build something from the ground up and they're super successful and and and then you get to be part of their story as well where you get to help them transform from from where they are to where they want to be, mostly through asking the right questions, it sounds like. JD Ramirez: I think that asking the right questions is always important. If we are actively listening to the people that they are coming to find guidance, we find now opportunities to improve what they currently have. We can find pitfalls, we can find gaps, we can find unefficiencies, we can even sometimes identify they're in a great shape and say, hey, guarantee you're gonna get to the point that you are trying to go. But if we don't ask the right questions, or we are not interested, we are only interested, it goes different directions. I have seen in the field of financial advisors that a lot of the professionals in the market are trying to use the interesting, no interest tech of the client's needs. And it goes in a different direction. The conversation is more about positioning products or trying to sell something that really find out the why. The person in front of us is building this from ground zero. In this case, what is your purpose? What is your really expectation? I wanna provide for multiple legacy planning, my kids, their grandkids, their grand-grandkids. So finding out what is going to make an impact with longevity, in my opinion, opens the opportunity for a better planning. Chase: And what are some of the questions that your clients typically ask when they meet with you for the first time? What's typically keeping them up at night? JD Ramirez: I think some of the biggest questions is always, hey, how can I just plan better for taxes? Chase: Tax is always big for business owners. JD Ramirez: I think taxes is a big component that people come and find out very relevant. The strategies, understanding the IRS code, how it's applicable to multiple business owners in different industries has been always a compelling story for many Chase: Yeah. JD Ramirez: of our clients. But the second biggest question is, hey, I wanna make sure that this business is not like gone if I'm just not any longer present. That's another component. It's like, what is going to take place if I'm no longer here? That's another component. And the third most question that we heard is like, how can I prepare better? To delegate functions on the business, and I can entertain myself. I can gain some time that I don't have currently. A lot of business owners are plugged into the business 24-7, but they find out that at some point the energy starts going down, right? Less energy by the time that we're getting older, and they want to use that energy to other things that they are meaningful for their life. They're nonprofits, their charitable ventures, spending quality time with grandchildren. children, playing sports, traveling around the world, how they can find more autonomy in the business, how can they delegate more and they can start expending quality time with the people that they love? That's a main question. Chase: So basically, taxes, legacy, and delegation and you help them through all three of those, correct? JD Ramirez: Yeah, those are usually the major three like pillars when we focus in the beginning. The synergy goes in those buckets, but later on down the road goes with hey, how can we retain talent? That's the four biggest question. Hey, Chase: change. JD Ramirez: how can I reward my employees? How can I keep them happy? And how we can retain or attract more talent. We are in days that people are trying to find talent all the time. Most of our clients are in a growing mode, but they have to bring them plugged in into their businesses great people. How they can attract talent is another great topic that we help them with some strategies of like attracting the right person for the right seat. Chase: So do you have any examples or stories of how you that will show how you do that? JD Ramirez: Absolutely. So we got another great case with another good company. They're located in South Florida. This company has been rapidly growing in different cities. So they are covering everything from South Florida to almost like Central Florida. And they're doing phenomenal. They got about 680 employees. They start also with 10 employees. Over the last decade, they've been escalating the growth tremendously because we were able to implement 10 years ago a reward strategy, a reward program that. The best and most eloquent employees, or the greatest in every single single seat, they are getting rewarded not only with salaries and bonuses. That's kind of like the principle of everybody's business: is hey, I'm gonna reward you with a salary and with a good bonus plan. But they are above and beyond strategies that can motivate that employee to perform better. So we help them to introduce. KPIs, key performance indicators with another reward component that could be either equity, stock, compensation, benefits, academy, education, scholarships, miscellaneous programs. There are so many selections on the toolbox for the business owner to retain and attract talent. In these days, by the way, Chase, newer professionals are not just looking for more money or more dollars by the hour. They're looking for value proposition. What this business is caring for me as a human being, my wellness, my health, my even the way that we eat, the way that we provide here, for instance, these coffees are here organic. They are not the cookie-colored traditional coffee that is sold everywhere. No, it's organic. It's something that provides a better environment. We have some lunch and learns that these organic products, lunches or breakfasts, that New professionals are looking for. So that's all part of the package of how you attract talent. It's not only finances. It's not only the 401k plan, cookie colour that everybody's talking about. It's just more above and beyond of what the new trends, the new Gen C's and millennials are looking for to be associated with the big firm. So we introduce all these topics to the South Florida company and they've been able to escalate to the level that have multiple managers, multiple BP positions with other incentives other than just increasing their WTO, so we speak. Chase: Interesting. So it goes beyond simply, you know, the salary and the and the W two. It goes into the actual experience of working at the company. JD Ramirez: Correct. The longer Chase: That's unique. JD Ramirez: yeah, the con the the longer that the company is affiliated, the more benefits that they can create. And it's all part of the compensation program that these companies can offer because at the end of the day it goes back to How they are doing cash flow management. So, how are you doing your cash money cash money balance sheet or cash flow management? It's like, hey, we're putting dollars into a 401k plan, match contribution, great, that's essential. Everybody has it. But what else are you exploring medical healthcare plans, dental vision, education programs for those that they want to continue pursuing a higher level of schooling or licensing, depending on their field, how you do scholarship programs, how you reimburse expenses that they are doing for maybe small trips, how they can get either stock in the company, employee stock or equity in the business, that they feel like they are owners. That doesn't mean sharing ownership. That means that they feel that their KPI indicator is showing that higher profitability and in shared profit or shared revenue with them as well with deferred compensation plans or pension plans or retirement planning. But besides of that, your lifestyle is you and your family and your kids having a good lifestyle. Some of our clients have developed a program that has taken like close to their manufacturing or their offices. We have actually business owners that invested a fraction of their profit having decided. It's just phenomenal. Employees love it because now moms That they are now currently working, right? And these days a lot of women in the market are Chase: Yes. JD Ramirez: looking for working, but they got their younger kids that they can be brought in into their own daycare, they can supervise it because it's in the same space, not in the same office, but it's in the same location, when they can walk on lunch, check on their kids, have lunch with them, go back to your office, and it's all paid by the employer. The productivity levels are going through the roof for these type of companies. People are happier. They don't they are not concerned about, hey, I gotta leave early because I gotta go and see my child in some random daycare. It's provided by the employer. It's phenomenal. Things of that nature. And we can expend quality time looking at all the layers of these benefit plans for younger professionals. If you are attending a school and Trying to accomplish an MBA, we got some plans that they are funded by the employer for those that they are expecting to get higher education. Guess what? Those that they are attaining MBA programs are more likable to stay in company, take higher positions on the executive level, and be more wearing the polo of their brand with a higher level. So there are so many things that in business planning exist, but it's not just the cookie cutter. IRA or four one K plan that most offer as the only one venue. Chase: I I love that. I absolutely love that. That sounds like it's it's very, very broad, but also very, very detailed, and it sounds like it results in just everyone involved being happier and more fulfilled. I love that. Okay. I wanted to ask who do you not work with? Who is who's someone who you will look at and you'll say, No, I am not going to work with with this with this person or this business? JD Ramirez: I think I think it's it's very simple is when a person comes to us looking for advice, and I usually ask that in the front end, is like, are you coachable? Are you a person that loves to learn and love to be coachable to get to the next level? Because if it's not that essence of like, hey, I wanna be inspired by somebody that can take me to point A to point B or point Z. If you are not that type of person, I think that we are not going to be able to to work together because we're going to implement the strategies that they need for you to take decisions and take action. But if you are that person that is always procrastinating, it's going to be tough. And that's the people that we don't choose to work with because either we don't wanna waste their time, but we're gonna put resources in time that sometimes is higher value, and if that is not reciprocity and they are not implementing it, it's probably gonna turn in a way that we don't benefit of each other's experiences. Chase: So for anyone anyone listening right now, you need to be coachable. You have to listen to one. Yes. JD Ramirez: I think it's important. I think it's important. Yeah. I got coaches and business coaches, l spiritual coaches, and family coaches and I tell them all the time, I want you to make me a better person. A better person, excuse me. I want to be a better version of myself daily, a better husband, a better son, a better father, a better advisor. If we are not getting at that level because I am putting a roadblock on why you are coaching me, you gotta fire me. Chase: Ha ha ha. JD Ramirez: Because we are wasting our time, right? If you are telling me how to get better and I choose to don't do it. I rather prefer for you to tell me I walk in a different direction. It's an interesting right? It's just humankind. Chase: Yeah, it's it's yeah, it's really important to be coachable. I mean, if someone is coming to you for advice, or like in your case, you're paying someone for advice, you're paying someone for coaching, what is the point of paying for the coaching if you're not going to do what the coach tells you to do to improve? JD Ramirez: Okay, right. And that to me, it takes like the passion of my business, of what I do daily away. Because if somebody's paying me for advice and they are not taking action, I'm like, you are wasting your resources. And and I wanna see better results, but if you are not doing it, I feel that that is not the right place to allocate some dollars, thousands of dollars or whatever is the compensation. And you are not taking action. I wanna see you better next time that I see you all the time. If you are not making progress, I don't think that we're good fit for each other. I know Chase: Perfect. JD Ramirez: I'm like it's like myself, I'm like doing myself like the talk. Because Chase: Yeah. JD Ramirez: if I'm not getting better, I get upset. Chase: How do your how do your clients typically find you? Like where do they come from? JD Ramirez: Great, multiple sources. Most of them are organically coming from existing relationships that we got. We are very involved with a lot of business associations, chamber Chase: Yeah. JD Ramirez: of commerce, and different types of kind of groups, social groups in the southeast. We got clients in twenty two states. We are primarily in the southeast of the United States, so people know us. And other sources are just through like social media, LinkedIn, YouTube, we got videos out there, so people come to us and our website is the best way that they can find out testimonies and ideas that we presented, but it's most of the time organically. We don't do that much marketing, we don't sell ads. not a lot of people is doing it, but we haven't gone to that level because we keep ourselves busy. Chase: You're already busy enough without all that, huh? So when it comes JD Ramirez: Right, so that's the way. Chase: when it comes to your practice, where do you see what's your vision? Like where do you see your practice going in the next like three years? What are what are some goals you're working on? JD Ramirez: Excellent question. Excellent question. So we got a five-year vision plan. So our ACAP vision is in the next let's let's let's come make it shorter to three years. It's a five-year plan, but in three years, we want to be present in the center of the life of our clients, helping them make good decisions. That's the overall year goal, annual vision. But In the next three years, we want to be in seven cities in the southeast. We got locations in South Florida, exactly in Coral Gatewood, Miami. We got an office in Orlando, Central Florida, and we got an office today. I mean the Atlanta office in the Metro Atlanta, Georgia area. My goal is to be in five or seven cities in different cities that they the ones that I describe in between Florida, Georgia, South Carolina, and North Carolina. So we can provide more value. I have found out that a lot of our clients are demanding time on a face-to-face meetings, which by the way, virtual is phenomenal. But I have seen rapidly after the pandemic, people get a little bit of Zoom fatigue and they want to meet with you in office spaces when we got advisors and we got places that we can get together, like today, and meet with one person eyeball to eyeball. I have found in business owners, especially. But there's a high demand. Chase: That physical in person connection is becoming more and more important, especially ever since JD Ramirez: The warm. Chase: yes, the lo COVID lockdowns, that experience. JD Ramirez: So that's what our vision cast is have advisors in every single one of these offices that can provide that value. So we want to have in between five and ten advisors in every single one of those offices. We got it already in three offices, but my vision cast is seven to ten offices in the next three years. Chase: Seven to ten offices in the next three years. That's I love that. Is there anything standing in your way? Is there anything that's that's a challenge between here and there? JD Ramirez: I think it's just the fact of make more efficient our strategies and our planning implementation is important. And we have integrated some AI, artificial intelligence to make this faster. So the AI is all internal, it's not client-facing, it's for making the new associates and our advisors to make their job faster, meaning operation-wise, instructions, educations, learning. We integrated a tremendous amount of like software for our team. So they are doing they are able to impact the life of more people, doing less work at office. So they can be in front of the client more often than before. And besides of that, the tech company that we introduced to our platform offers live financial. updates in their mobile application. Our clients can have a state of art technology, a mobile application online in the convenience of your iPhone or your cell phone or laptop 24-7 that they can see information instantly. People love it, especially when they got bookkeepers or CPAs. Our clients are business owners. They want to be updated daily if they need it. They don't have to meet with us, but they can click facial recognition, mobile application, boom, the plan is in their hands. They can provide it and share it with other vendors. So that's that's where we are in today's and going to your point, how we can become faster is just by innovation and technology. If we are not innovating at the same speed of tech tech, we will be obsolete. And our practice is never gonna be that. Chase: And so is is just for my own curiosity, is that software is it your proprietary software or is it through a provider? Amazing. I love it. JD Ramirez: proprietary software. Yes. We we just recently have a large investment in our proprietary software that allows our clients to get twenty four seven instantly access to that information. Encrypted, secure, reliable, people love it. And these days, business owners are in the same boat that we are. We are very robust, very busy doing things that we love, not only working but also spending time with family. So we integrate that it helps them to get all right in the tip of their hands is better for all of us. Chase: Amazing. I love it. And that's very unique. That's the first time I've heard of of a of a financial advisor being able to provide that type of experience to their clients as well. That must be incredibly valuable, especially to business owners. JD Ramirez: Absolutely. Absolutely. Mm-hmm. Chase: as as you've as your practice has grown, are there any people or any trainings that have shaped your approach or positively affected how you how you serve. their clients. Like is there anyone you'd like to give a shout out to? JD Ramirez: a hundred percent it as I share with you, Chase. I'm a firm believer that we all humans need some coaching. We all need it Chase: Yes. JD Ramirez: at all levels of life. I have met with people in their 90s and they're still preaching that they need coaching, advisors, people that care and love them that is helping improve their health, their finances, their relationships, their business. We need accountability, so we speak. So I'm a firm believer of that. Either you can find one in your local community, a good life coach, by the way. You have to go through different interviews. You have to interview people. Like you interview advisors. Find out a couple of advisors, three advisors, interview them, find out their value proposition, what is their vision, and then you can make a good selection. You can have an educated decision on who's going to be the person that is working with you for the next 20 or 30 years or more. Same way, your coaching is a key component for the growth of your practice or any. An entity that you are running, you need somebody, either a consultant, a coach, or an advisor. So I believe number one, a person in business, a person in your spiritual walk, and a person in your family matters. You have to have separation on those three. Now, sometimes it sounds expensive, but in the beginning, there are multiple organizations that offer mentors at no cost to you. So, business associations, chamber of commerce, they got these programs for mentorships that you can get plugged in at no cost. And then when your business rises, I always recommend taking a fraction of your margin of profit to reinvest in yourself. You gotta be trained, you gotta be coached, you can study, be educated, but you need some accountability to get to the next level. The brightest brains in the world always talk about finding that like a accountability partner and could be for free, could have a value. So I would say shout out to those that they are doing this job on the day-by-day basis. I can't mention many of them that they are doing Montgomery is a firm that is out there for advisors. We've been working with them in the past so you can find them in online. There are great coaches. I mean, there are so many. I can make a full list of people. I worked in the past with a great coach. Back in the days, he coaches most of the NFL players, by the way. So he's phenomenal. He's up in Illinois, Champaign, Illinois. He's For so many years, well known as a coach. So there are so many good folks out there. But I would say look for somebody local. Like for those that are business owners, finding somebody local can introduce you to a group of people, of vendors, or providers that you can do business with and grow together. I always think somebody local is a key component. Chase: Yeah, because you need that that in person connection, right? That you simply just don't get over a JD Ramirez: Yeah, I think. Chase: over a call. Like what like we're doing right now is great, but in person would be so JD Ramirez: Great, but Chase: much better. JD Ramirez: in person is so much better because at the end of the day, you want to build bonding. And virtual is great, don't get me wrong. But when you are shaking somebody's hand, eyeball to eyeball, maybe breaking bread for breakfast or lunch, you Chase: Mm-hmm. JD Ramirez: build the bonding. Because let's be honest, yeah, people get married now these days virtually. But how last is that gonna long? I don't know. Chase: Ha ha ha. JD Ramirez: So I I I don't wanna be I met my wife sixteen years ago like that, having a breakfast, having lunch, exp spending time together. So that was bonded. I couldn't do it. Now these days a lot of people do it virtually, but I don't know. I I don't know. I don't wanna go in hot space. Chase: I don't know. All right. So if I if I went to if I came to you today and I wanted to become a client, what what ha what what does the onboarding look like for me? what happens in the first meeting, what happens in the first four to eight weeks? What does it look like to work with you over over the course of a calendar year? JD Ramirez: That's a great question, Shay. So we have a very well-designed first-year journey with our clients. So we in the first or second meeting, we share with them how is that visual and how is that going to take place? So every single interaction with our group of experts, the onboarding is very systematic, very simple. It makes it sort of look like wow, like white glove deliverables. Because they interact with me and my team in different stages of the relationship, but the experience is always they come back to me and say, Well, I just met this person, I meet this person, I met this person, everybody's phenomenal. But they got those in the speed dial so they know who they can reach. It's not a 1-800 number, by the way. We are a well boutique style of doing business. So they know everybody by name and they have their speed dial number so they can call us. Now if we are in meetings, we have the option to call back in the less than 24 hours. But the experience is very systematic, it's very well designed and it is an interaction in the first year that the journey is phenomenal and they feel satisfied because we got a meeting not only for the approach meeting, the discovery meeting, the planning meeting, the implementation meeting, the get to know your team meeting, the tech component meeting. So we got a full meeting when we help them to download the tech, test it out, introduce other accounts, perhaps if they have different Credit cards, mortgages, lines of credit, investments elsewhere. We can integrate it all so they can see the full picture. And then we got the follow-up meetings, the per the performance update meetings, we call it that we consistently have it, depending on the case. Some cases can take more meetings, some others less, but it's very consistent. They always heard back from us. That's one of the things that they say. Your team always calls me in the special moments and when I need them the most. So that's how we Chase: Wow. JD Ramirez: work. Chase: And so for someone who's someone listening who wants to get in touch with you, what should they do next? Where should they go? JD Ramirez: Simple. Going to the website and do like contact me. You can plug in your info. We will reach out to you. It's rankcapital group.com. Chase: Excellent. Juan, it's been an absolute pleasure talking to you. Thank you so much for coming on the podcast. JD Ramirez: Thanks, Chase. I appreciate you guys taking the time and I'm excited about seeing the results. Chase: Awesome.