Latest / Better Planner / #1 - What do you actually do for your clients
Transcript
- Taylor Stewart: everybody to the brand new Better Planner podcast. ⁓ am Taylor Stewart and I've got Colin Page here with me. Colin, how are you? Colin Page: Great deal, how are you? Taylor Stewart: I'm wonderful. So first episode, we'll just talk about what we're trying to accomplish here and who we are real quick. ⁓ We're both financial planners. We both have our own firms. We've been doing a podcast together for about two years called the Make the Most of Your Money podcast that's geared towards clients. had a great experience with that. ⁓ Had a lot of really good conversations, but we also have a lot of conversations on our own about just being advisors, what it means to be a planner, the challenges, marketing, practice management, tech. all the different things. And then of course the actual planning and client communication stuff. And we thought, let's keep that going and have some conversations around that. So very excited about this. Thank you for joining me again on this journey. ⁓ Anything you'd like to tell everybody about yourself or what you're hoping to talk about on here. Colin Page: Yeah, mean, been, I mean, mentioned off the bat, you had to drag me into doing the Make the Most of Your Money podcast. ⁓ But that's been such a cool experience. ⁓ You know, just putting ourselves out there, you know, really honing. Taylor Stewart: Yeah. Mm-hmm. Colin Page: message and you know, it's been so clarifying for how I, you know, address certain topics with clients. It's been great marketing and all that, but yeah, this is the idea for this Better Planner podcast. It's flowing out a lot of the work you're doing on the side and in your practice and just how, you know, thoughts we both have about how to run a successful planning. Taylor Stewart: Yeah. So, I mean, I think one thing I'm a little nervous about is calling it the Better Planner podcast. It's about becoming better. It's not that we are like the best planners at all. think we've been fortunate enough to figure some things out, have some success along the way and definitely want to share that. just like we're just always trying to get better. And that's what the whole goal of this podcast is, is just to help all of us get better in all the different ways and try to be really, really tactical because it's just what's really going on. Because I have a lot. Colin Page: Ciao. Taylor Stewart: I, you know, aside from the planning practice, you know, run Kerdora, which is a financial planning software. So I talk to advisors all day, every day, and a lot of things keep coming up over and over and over and just want to centralize some of those conversations. And so that's what kind of birthed the Better Planer podcast. And I think no better place to start than the probably, I think the biggest issue I see with advisors. Almost every single advisor means super well. 99.9 % of advisors get into this because they have a great heart and they want to help people. but they don't define what they actually do for clients. And so that's what I wanna talk about today, is getting clear on what you actually do for clients. Because I can tell you for me personally, that was the unlock. When I defined what I actually do for people, when I figured out what they actually want from me, that changed my planning practice at Ataroke that created the whole framework that has grown into Kerdora since then, and it's just been freeing. It is so easy to get overwhelmed and feel like there's everything, all the tech, all the services, the deliverables, the service calendar, all the different things you should be doing. But once you're really, really clear on what you actually do for clients, I have found it just kind of melts away and is actually kind of freeing. And all of a sudden, know, it's like the Kitsis Tech Map becomes exciting rather than overwhelming because you're only looking at like five or six things on there. So that's what we're talking about today. Do you have any initial thoughts or like your own? and figuring out what you would do for clients. Colin Page: Yeah, I mean, it was a journey and coming into this field as a career changer, like I didn't have experience on who I wanted to serve. And so like a lot of people, think I took the, I'll help anybody. ⁓ the who can fog a mirror approach and like put up more positively, like I wanted to get reps in. I wanted to like try a lot of different types of clients. I everybody, you know, niching down is all the rage. And there's a lot of value to that when you are trying to market and hone your deliverables and what you actually do for clients. helps to have, you know, a very specific client in mind as opposed to just a Taylor Stewart: Mm-hmm. Colin Page: general idea of what everybody wants. ⁓ yeah, mean, early on I had no idea. Like I'd been in an adjacent business. I worked for the hedge fund and managed ⁓ money, but not in any way doing like financial planning, like for the households. Taylor Stewart: personal finance. Colin Page: And so, yeah, I had no experience, no idea. I was searching for, know, what do I deliver to them? You know, what tools should I use? What tech? And I think, you know, some of that was just like, had to go through that. ⁓ It's just part of the process or part of the learning curve. ⁓ But it's totally the wrong way to approach it. Taylor Stewart: Yeah, like that's crazy. What tech should I use? What are you trying to do? Nobody starts here. And I think, know, even some of what you're talking about, you're talking about who to serve. You're still not like, what do you do for people? So like, let me share my story on this because this might give them more concrete example. ⁓ I've grown up around financial planning my whole life. My dad's been an advisor since the year before I was born. It's all I ever wanted to do. I've been doing it full time for 10 years. like, that's... I've been around it a while and I've used all the tech in my time and never really, I just knew I wanted to help people. So I was in this trap. And about two and a half years ago, I was paying over $30,000 a year for tech. I would meet with clients and didn't show any of it. And I was like, what am I doing? I was like, oh, I need to have, I don't want to name names too much. I'm like, risk a this seems cool. I'll explain, this seems cool. I need this for this conversation. This conversation. But nobody cared. And so I got really annoyed and I like, didn't know what I was doing for people. I was like, let's meet and it's like, because there's an infinite number of things you can do. And so I finally, asked all of them, said, what do you actually want from me? And it was a little scary to ask some of them, but just what do you really want from me? And they all said, it was unbelievable, like different life stages and everything. We wanna understand our financial life and know what we need to do next. And that was... just so enlightening to hear in such simple terms with such simple consistency, I want to understand their financial life and know what they need to do next. I said, okay, what does that actually mean? What does it mean to understand your financial life? For me, I determined that that was being able to answer some core questions about their lives. Like, where's their income going? Are they on track for their goals? Some other stuff that I'm sure we'll talk about at some point. But then it's really about action. Like, what do they need to do? They don't care about, like, here's what your life will look like in 40 years if these certain things happen. But what do I need to do about it today? And so while it is kind of open-ended, understand financial life and know what I need to do next, that's the filter I use for everything. Like, does this... tool, conversation, visual, does it help them understand or identify what to do next or is it just, here's a chart? And I started cutting back pretty ruthlessly on everything. So for me, that's where I landed. Like projections are one where, I don't know, it doesn't help you understand. It's like, hey, if things go well, you have a lot of money. If things go poorly, you have less. Like that wasn't helping them understand anything. And so it was analyzing their current life, seeing how on track they were. And then this whole... what do I do next? That's really, really what they cared about and that has just been so freeing. Like I said, do I need this? No, if it doesn't help serve one of those two things for them or make my job easier in identifying those things and communicating them, then I don't need it. And so that has been the most freeing thing for me. And yeah, so I would get to pause there and see if you have any thoughts on that. Colin Page: Yeah, I think we both, we kind of went through this journey together of like pairing down the tools we were actually using. And I remember sending spreadsheets back and forth to one another. Taylor Stewart: Mm-hmm. Mm-hmm. Colin Page: where we basically created an income spreadsheet that just, here's your income sources, ⁓ a spending sheet where here's where the money's going, here's how much is going to savings, here's how much is going to debt, here's how much is going to taxes, ⁓ like really breaking it down to just the bare bones or like the basics. And like, Taylor Stewart: Yeah? Yeah? Colin Page: Using that as a conversation tool with the client was the most valuable thing. had so many clients be so pretty. They didn't want to see the fancy projections or, know, they didn't want all the bells and whistles. They don't care if you, you know, cheat, tweak these assumptions. Like, I just want to know like, where am I right now? Taylor Stewart: Yeah. Colin Page: What's important? ⁓ And usually the things that they need to do to change are obvious. ⁓ When you break it down to the elemental level of where's your money going? Where is your money currently? ⁓ How are you invested? Taylor Stewart: Yeah. What? Yeah, I mean, you look at, okay, first of all, some clients, their answer to help them understand may be some of those more detailed, like we need to make this all about projections, but some clients want that. Fine. And if that's true for you, then now you know. But I just want to encourage everybody, like figure out what do your clients actually want. My strong guess, it's going to be probably understand financial life, know what to do next. Then you define what that actually means for your types of clients. ⁓ But if you think, like I think about, the time I would spend with traditional planning software. And I'm like, how do I get this home sale at retirement to model correct? Colin Page: Mm. Taylor Stewart: doesn't freaking matter. It doesn't change what they're saving today really. That's a great example. I don't care anymore. I don't care. It doesn't change anything. If you sell for a lot, can save. It just doesn't matter. Yeah, don't want to go back to that world. Colin Page: Yeah. Yeah. ⁓ Yeah, I mean, I think just to like back it up and reframe it like ⁓ you've used this analogy before, but like, you know, say you want to start a restaurant because you like cooking, ⁓ you want to serve people. I mean, I think financial advisors are. You know, they like spreadsheets and they want to serve people. They want to help people. ⁓ And so like you go launch your restaurant, but you don't like open the doors before you've created the menu. You don't, you don't, ⁓ you know, you got to figure out like what kind of restaurant am I? Am I, you know, high end, you know, Michelin going after those Michelin stars or am I like a mass market? Am I fast casual? Like, Taylor Stewart: Yeah. Yeah. Colin Page: You've to figure those questions out and understand who that customer is and who the customer you want to serve is before you can go out and launch your restaurant. Taylor Stewart: Yeah, so we're both solo planners or small, you have some help now, like smaller RAS. And so I'm going to like paint it. You're talking about this restaurant. I think what I'm about to describe is very relatable. A lot of us are like, we love cooking and we love watching people enjoy eating. So we're going to open up a restaurant and we're going to cook for them. And we're going to be the cashier at the front. We're going to be the cook in the back and we're going to be the bus drivers. We're going do all of it. We don't want to hire somebody. And then while we're cooking, we're so excited that we want to show them, hey, here's the ingredients I'm pouring in. Hey, I'm adding a little bit more. Hey, I'm moving it into the oven. Hey. I'm pulling it out of the oven. Hey, we're showing all of our work and all that they cared about. They just want to come in and have a nice time, have a nice meal. But we're like, no, I got to show you my work. I love it. Don't you? Let me cook for you. Like, what do you want? Do you want something? I can make tiramisu. I can make pizza. I can make this. I can make sushi. I'll do whatever you want. I just want to help you cook. I want to help you cook. And we're playing all the roles. We're doing anything for everybody. And then we're trying to show that I think what I'm getting back to is like, what do do for your clients? Like, they just want to have the meal. But we want to show them all of it. Can I prove to you how everything worked the whole time? Let me show you everything. That's insane when you use a restaurant analogy, but I think that's what a lot of us do. At least when we start out, we're like, yeah, I can do anything for you. can make that for you. I'm going show you. You want to see it? You want to see it? I mean, I just feel like that's exactly how I was when I started, at least. And it's crazy when you say it that way. Colin Page: Mm. Yeah. Totally. Taylor Stewart: You know what I mean? like, you know, and maybe, maybe this is a good analogy because sometimes some people sign up and want to see it all. Maybe it's a cooking class and they want to do it with you. But most people just want to have the food. They don't care exactly how you made it or want to know all the way along the way. It's like, is it any good? Am I good? Do I need anything else? Did I refill my water? You know, like that's it. And I think, yeah, just if that analogy resonates, then. Colin Page: Yeah. Yeah. Taylor Stewart: You're not alone. Colin Page: Yeah. It's funny, not to twist the restaurant analogy, but like my wife and I have this concept we refer to regularly called the restaurant and the curve of efficiency. And it's, if you plot like quality on one axis and price on the other. Taylor Stewart: Mmm. Colin Page: there's an efficient curve along that. Like obviously, you know, go to a Michelin star restaurant, maybe like you can have the best meal of your life. You're also going to pay for it. ⁓ Now, if ⁓ you can also like go to Chipotle and if that's what you're wanting right now, like that's the best bang for your buck. And so there's a bunch of points on this curve of efficiency ⁓ between them where like you can't get any better without paying more or you could pay a whole lot less and get better quality. ⁓ You know, if you're at some place that's not on that efficiency curve. so like, I think this question like applies no matter what kind of like restaurant you are opening, like whether you want to serve like the mass affluent or like ultra high net worth or like you want to serve, you know, Gen Z folks that are just getting out of college and whatnot, you know, there's enough, there's a point on that efficiency curve where like you can, you can charge anything you want, but it does dictate like, of course the trade-offs you make with the food, but getting really clear on what it is that you are serving and how you do that is like how you create a great restaurant at any price point. Taylor Stewart: Yeah. Yeah. Yeah. yeah, I mean, that's a whole, that's a great conversation. And that's why you generally don't have a, you know, Michelin star restaurant serving pre-made burritos. just, they're different models. They can both work, but they don't work together. And a lot of us like, can serve the high number. I can do this. I can do that. So, ⁓ you can't be, you can't be, and I think, I don't know. I'm sure we'll do another episode of this at some point, but like, I think a lot of this comes from an insecurity we all have to justify our fee. I've thought a lot about like, where does this come from? Like, Colin Page: Yeah, you can't be all things to all people. Taylor Stewart: we're boiling it down. I think a lot of that busy work is feeling like we have to show we're doing something. And I just think it was a freeing change for me to say, they're almost paying me for not having to meet. You know? Like, the fact, like, we don't think that way. But it's like, Colin Page: Hmm. Hmm. Taylor Stewart: That's what they want. It's like, no, like the less we have to talk, the better. Some people like the check-ins and they're, that's fine, know, use your nuance here, but like, nobody wants to be drug in for a 90 minute meeting every quarter just because they don't have to. Some, some, some might want to again, but like, I don't know, just think like, if you, to use my example, if my clients feel like they know, understand their financial life and they know what they need to do next and those things are being acted upon, I don't need to force a meeting just because. Colin Page: Yeah. Mm. Taylor Stewart: And it all comes back to because I got clear on what they want. If part of what they want is a quarterly meeting, a monthly meeting, whatever, then I would do that. But once you get clear on what you actually do for people, all of those decisions can start to melt away. And then you hear about an advisor doing something else and you don't care because it's not what you do for your clients. Or you do care and now you can make a change. so I sit with that question. And if you have a relationship of some or all your clients, ask them. What do you actually want from me? I don't know. Not everybody's comfortable asking that question, but I just, like, it changed my life in a way. Colin Page: Hmm. Yeah. ⁓ Yeah, I think just the, is such a core question. ⁓ And in a way, like you've got to go through a journey and I think it's worth like, like you said, actually asking the clients, what do you want from me? Or even, know, sending out, ⁓ sending out like a questionnaire or a review, like rate me, like how much. What have I done that you valued or what is extra? I actually haven't done that yet. Maybe I should take my own medicine there, but like, yeah. Taylor Stewart: Yeah, this is good. We should talk about how to actually go about doing this. Like, yeah, you could do the survey. I think of no better way. Next time you're talking about, there's a lot we can do maybe with all this technology, but just what are you really wanting from me? What would make you feel like the most satisfied with our relationship? Like, just ask it. I don't know. I did. It was uncomfortable for like four of them, but then they loved answering. They loved it. Imagine like whatever service professional you work with. Colin Page: Yeah, yeah. Taylor Stewart: lawn person, house cleaner, whatever. What do you actually want? well actually I would love if you trimmed, like I don't just, you could give that opportunity for that feedback. People would love to tell you ⁓ you could get pretty quickly like, am I on track? Am I not? Are they super needy on their not? This is one thing I would tell you like ⁓ the software side of Kerdora ⁓ boards and emails. There's question. I don't have to wonder what people want from me on that one. I get tons of feedback there and it's kind of nice. But we don't get that fee. We don't have a roadmap and a feedback board for financial advisory practices. So how well, mean, yeah, just make that. Colin Page: Yeah. Yeah, that's a great point. ⁓ Yeah, I mean, think you've helped me with this along the way. You talk about, we've talked about this before, but like the 12 questions that clients want answered. And so that's like the first part of your framework is like, what do they actually want? And sometimes clients don't know exactly what they want or need. And it's our job as like the professional still to like, hey, I, you know, you may not have thought about life insurance. You may not think you need it, but look here, I see this, this is a gap in your plan and here's, here's how we should address it. But, Taylor Stewart: Yeah. Yeah. Colin Page: let's ⁓ on that if you would. ⁓ do you need to help clients understand about ⁓ situation? ⁓ Taylor Stewart: Yeah. Yeah. So something else pops in my mind as you were asking that though, that I think is relevant to this. So I do think that almost every client is going to answer with some version of understand my financial life and know what to do next. that's, you know, maybe they want to make more money. There's, know, depending on like, okay. ⁓ Another, it's related to this. So is your job as an advisor to tell people what to do? or to help them with how to think. I think that's another really important distinction to make, it affects how I would answer these 12 questions. What I tell people is I'm not here to tell you what to do. I'm here to help you with how to think about the trade-offs you have to make and help you understand where you need to. I see posts sometimes on LinkedIn of like, if a client doesn't follow your advice, fire them. That drives me freaking insane. Who the hell do I think I am? Colin Page: Hmm. Ha ha ha. Taylor Stewart: that I know exactly what they need to do in all areas. Absolutely, you need this much life insurance. How can I say that? They make that decision because it's up to them. I mean, can tell you like, based on this, I think you need this life insurance. And that's me personally, that my job is not to be like this boss in the room that just says, do this, do this, do that. It's like, let's think it through. Here's what I recommend if you want to be able to do what you want. And so that affects how I would answer the 12 questions. so, ⁓ I think the 12 questions are, they're trying to be very principle based. like, you know, are you clear on what you want out of life? Where's your income going? What is your money being used for? That's like about, you know, what do I own and owe would be a balance sheet. But then what is it being used for? like basically what does that money like is it for liquidity, for retirement, it's for education. What is it actually being used for? Are you protected against major threats like disability, death, know, your insurance planning? Well, what you want to happen, happen if you die or become incapacitated. That's estate planning. And I think that's another, like, that's been a frame thing of like turning these things, like not like, let's have an estate planning checklist. Like, what does that mean? It's like, we're trying to, like, what is it, what is the question we're trying to answer? What is the outcome we're trying to prevent? And it's like, I try to turn everything into a question, especially in Kerdora like, what question is it answering? What decision is it helping your client make? Because it's not like you need a will, why? Because you need to make sure your assets go where they want if you die. Colin Page: Hmm. Taylor Stewart: And so. ⁓ Yeah, so just going through more of the questions, how am I investing? some of it's just understanding the lay of the land. And then some of it is then like, I taking the right amount of risk? That requires you to kind of determine what you want. is this what you were wanting, like going through the high level or what else? Colin Page: Yeah, and also like, I think just like we flipped the... we've reframed the question, what do you do for your clients? What do your clients want you do for them? I think we as the advisor have to be cognizant of how deep the client actually wants to go into these questions too. And so you may have a client who's an engineer who wants to kick the tires on everything, or you may have somebody that... Taylor Stewart: Yeah. Yeah. Colin Page: You know, still needs to be educated so they can make an informed decision, but they don't want to see how the sausage is made and they want to, you know, they are looking for more of a, you know, just kind of tell me what I should do. How do you navigate that? you know, because I think some of us have a tendency to be like, well, here's everything. And here's like, why? think you explain everything. Yeah. Taylor Stewart: Yeah, yeah, have to prove your work. I think there's layers to it. And so I keep coming back to Kerdora here because that's my engine that I do all this in. And I was very intentional when we designed this that you can start extremely high level or you can go deeper if you want to. And so if you're familiar with Kerdora, we have this changes to be made page that you can just list the changes that they need to make. And it looks like a task sheet. It's like accounts that need to be open and close. Bullet point, bullet point, bullet point. That's my financial plan. Point blank. Colin Page: Mmm. Taylor Stewart: There might be a number in it, but it's not a dashboard, a chart, a metric or something like that. That's the financial plan. We have all these other numbers, that's context to help them understand, help me identify. Most of them don't look at it. So if you looked at my guide, at my plan, it's a list of changes to be made, ⁓ where is my income going, what is my money being used for, financial objective and section. That's it, that's it. All the other components and everything, that's for me to be able to ⁓ populate. so ⁓ when clients ask me, or prospects ask me, what's a deliverable? First all, almost none of them ask for a deliverable. Some will say, what do get? Colin Page: Mm-hmm. Taylor Stewart: I'll say like try to go into as much detail as you need to feel like you understand your financial life and know what you need to do next. Here's where I start. If you need a little bit more, we can either talk through it. If you need someone me to print something off, I can. And you gotta be careful there that like you're not just saying yes to like I'll do whatever you want for you. like I'm not gonna force a, the less is more, less is more, less is more. If I cannot send them anything, if we can do everything on a call, that's the goal. That is the freaking goal. Colin Page: Hmm. Hmm. Taylor Stewart: If they need an email, fine. If they need a deliverable, fine. If it needs to be a two page, fine. But I'm not starting with that. I don't have this need to be like, look at all this crap I can give you. It's like, no, do you feel like you understand financial life and what you need to do next? Do you need to write it down? Okay, like that is the framing I use and it's so freeing. Less is more, less is more, less is more. The less we can meet, the less I can give you, the less you have to do, the better. That's my goal. I'm trying to optimize for how little do you, it's not lazy. It's an efficiency thing. just how do I do as little as possible? I don't know if I'm saying this right way, but hopefully you get what I'm trying to say. Less is more. Colin Page: Yeah, it's not about taking shortcuts, but it's about focusing your time and energy on the things that actually matter to the client versus what you feel like you need to do to justify your fee. What is a job well done? If your client has a good understanding of where they are and what to do next. Like, who am I to say, like, ⁓ well, you should have done more. Like, that's the whole, that's the whole, that's the whole ball game. Taylor Stewart: Yeah, well, exactly. that's, it's like a pricing discussion, but you we hear a lot about like, it's the same effort. You know, like, should, why should I charge somebody who has more, you some people, like, ⁓ I'm a flat fee planner, but like, doesn't mean the same fee for everybody. It's like, well, it's the same effort for a $500,000 client, a $5 million client. Why should I charge more? You're not being paid for your effort. That's the answer. Nobody's paying you for your effort. Colin Page: Mmm. Taylor Stewart: Nobody's paying you for effort. So if you can answer a complicated question in five minutes and charge $50,000, great. Like just point like seriously, where is this effort thing coming from? And like this goes all way back in my life of like when I like started getting my head screwed on straight as I was digging ditches in the summer in Oklahoma by hand for a gas line getting paid $8 an hour. And I was mentally cussing out the contractor who was a family friend. I like, I can't believe he's taking advantage of me. And I said, holy crap, there's almost anybody on the planet could do this job. Nobody's paying me for effort. And your clients aren't paying you for effort. Colin Page: Yeah. Taylor Stewart: They're paying you for results. And if you can give them those results of understanding the financial life and knowing what to do next in five minutes, great. If it takes you five hours, great. Who cares? It's not about effort. Nobody's charging you for effort. And so like. Colin Page: Mmm. Yeah, what's that story? I want to say it's like, described to Henry Ford. You know, they had a problem on the assembly line with some machine and they called in the expert to like come figure out the problem. And he got on a ladder, asked for a piece of chalk and said, the problem's here. And then he walked out and sent him his bill, know, $10,000. Taylor Stewart: Yeah, yeah, yeah, Colin Page: And they're like, well, can you send them itemized bill? Like all you use is a piece of chalk. And so the itemized bill said like chalk, 25 cents, knowing where to put the mark, the rest of it. You know, that's what you're being paid for. Taylor Stewart: Exactly. ⁓ 100 % surgeons, doctors, everything. It takes them five minutes to cut knowing where and how. Don't punish them because they got really good at their job. Don't punish yourself because you got really good at your job. I understand that there can be a weird perception, like it only took you five minutes, why am I paying you for that? But if your result is actually meaningful, that's all nobody cares about. I don't know, let's flip the tables. You're hiring somebody and you just want whatever you need done. You're evaluating a surgeon and you need your knee operated on. And I don't know, like, it's just like, you're not saying how long is it going to take you? Like, is it going to work? ⁓ let's say it costs the same and one person does it in five minutes and the other takes 10 hours. Pay the five minutes. It's a badge of honor to be efficient in that sense. So, I don't know, that's total tangent there. But like, I just think like this. Colin Page: How many of these have you done before? Yeah. Taylor Stewart: So much of this is a mindset thing that I see over and over, not for everybody. You can tell the ones who have been freed of this, by the way, but there's just like, I'm gonna charge a super low rate, because I'm running a charity, and I'm gonna do everything for you, I'll say yes to everything you want, I don't really know what I want, or what I do for clients, and that's a miserable place to be, that is exactly where I started. I was running absolutely a charity, doing insane work for an incredibly low price, and you can't do it. And that's your restaurant example, and like, Colin Page: Yeah. Taylor Stewart: just getting clear on what I actually do, simplified how I interact with clients, the technology I use, what I listen to and care about, and I just genuinely hope everybody listening to this can get to that point. Whatever that looks like for you, whatever that looks like, and if your answer is I meet with somebody every week and I give them a 50 page deliverable with detailed projections because that's what they want, great, but at least define it for yourself. Colin Page: Yeah, that's... Yeah, think that's kind of the goal of this podcast, guess, share what we've learned, the mistakes we've made, ⁓ the realizations we've had, not because we're perfect or, you know, but yeah, I think if we can help ease the learning curve and give some, you Taylor Stewart: Yeah, far from it. Colin Page: thoughtful feedback to how to address certain areas of not only like planning, know, client-facing work, but also like practice management. ⁓ processes that you use in your practice to make, know, obviously the client and what you do for them and what they need you to do for them is the whole, is like the most important part, but then how do you organize a practice around that to efficiently deliver on what the client needs and then, and still have a life in the process, I feel like. ⁓ Yeah, that's what we're setting out to do anyways, and hopefully it resonates. Taylor Stewart: Yeah, absolutely. Yeah, I put on the tagline on every update email I send to Kerdora is getting better each day. Get a little better each day. Get a little better each day. That's all you can ever do. Yeah, we're not perfect at all. I'm a very flawed planner in a lot of areas. Learned a thing or two. I'm in a unique position to get to learn from lot of advisors just in the role that I'm in. yeah, we're all just trying to get better. So I this has been great. Colin Page: Ha ha ha! Yeah, episode one in the bag. Taylor Stewart: That's right. Who knows what we'll talk about next time, but I'll see you there. See you next time. Bye. Colin Page: See you next time.