EP07 - A tech stack that actually stacks up

Massive innovation, massive choice, and massive confusion. That's the tech landscape for an independent advisor in 2026.

In this episode, Steven Watts sits down with Founders Financial CEO Brad Shepherd and CTO Justin Neria to unpack how the technology landscape for independent advisors has shifted — from years-long, capital-heavy builds to a fast-moving, AI-accelerated marketplace of best-of-breed tools. They explore the strategic decision every firm faces (build versus partner), why most advisors use only a fraction of the tools they already pay for, and what to ask of a firm partner in 2026. The closing thesis: revolutionary in human history, evolutionary inside a well-run practice.

More from Founders Financial: 

TRU Enterprise OS: (the integrated tech platform discussed): https://foundersfinancial.com/tru-enterprise-os/

LinkedIn: https://linkedin.com/company/founders-financial

© 2014-2026 Founders Financial. Member FINRA/SIPC and Registered Investment Adviser. All Rights Reserved.

Transcript

SPEAKER_01 0:00

From Founders Financial, this is the Build By and For Podcast. Partner-to-partner conversations for independent financial advisors. Today, host Steven Weiss, Chief Growth Officer at Founders Financial, sits down with Brad Shepard, CEO, and Justin Miriam, Chief Technology Officer at Founders Financial to discuss build versus partner and why most advisors use only a fraction of their tech. Massive innovation, massive choice, and massive confusion. That's the tech landscape for an independent advisor in 2026. Here's the conversation.

SPEAKER_02 0:36

All right, I'm here with uh Chief Technology Officer Justin Naria and uh Chief Executive Officer Brad Shepard. Thanks, gentlemen, for coming back. We're gonna have a really good conversation around something that seems to come up in every conversation: technology, right? All the the stuff that hits us every single day in our personal lives, the things that hit us in our in our work lives, uh the incredible innovation and revolution that's happening across the uh everything out there now when it comes to tech. So uh can't be uh more happy to have two the you two gentlemen join me for I think it would be a very interesting conversation. Yeah, no, glad to be here. Lead on, man. So I mean, I I don't think it's uh it's uh um stretch to say that technology has vastly changed over the last let's call it decade and certainly beyond. And it's at a rapid pace now, right? It's changing faster now, right? It's even changing even faster, and it was already at a super fast pace. So talk to me about what you guys have witnessed and seen over the last, you know, 10, 20 years at IB in terms of technology and how it's uh just the pace of uh did you see it grow.

SPEAKER_03 1:41

Yeah, I mean, so I I think the the the best way to start for our industry is think about the Michael Kitts technology map, right? And so uh if you want the evidence that what you just said is true, and you go back 10 or 15 years, I don't know exactly when he started them, but he he runs uh uh one of his you know annual things he does is list all of the different potential technology providers in our industry to serve financial advisors independently, somehow, some way, whether it's portfolio management, whether it's you know, just all the different you know things. Uh and I'm gonna guess when that thing first got produced uh you know 10, 15 years ago, it had 20% of what it has on it today. I only gave you the numbers, and you go look at it today, and you have to like zoom in and blow it up because every logo is now a small little logo because there's so much competition in all of the different areas of what technology can do to help an advisor run in practice, basically. Uh, and so what we've seen over the last 15, 20 years, 10 years is massive innovation, um, massive uh choice, and therefore massive confusion, right? And uh advisors uh have more opportunities and options they've ever had today uh to think about how technology can help their help their practice.

SPEAKER_00 2:57

Yeah, I mean, uh 10, 20 years ago, developing a product took years uh and and developers cash flow. I mean, you start off with two guys in a garage and then start working your way up, right? Uh now with AI, that's they're just building applications like that. Right as they need them. Right. Um, because they have uh hundreds of developers all working together, all the AI bots. Right. So the exponential growth change that's about to happen because of more commonplace use and availability of AI for everyone is uh it's it's it's gonna be a mystery because we all have people who are utilizing that to you know help themselves, but then also help themselves attack others. So we'll have uh it'll be uh a big change that seems like two sides of this coin for sure. Yeah.

SPEAKER_02 3:42

Yeah. I mean, as you said, it used to be where you have to you have to get the the capital to go build the technology platform you need, right? You had to get all the engineers, you had to get all the coders in there, right? And it could take months, years, whatever it might be. And then you were you were stuck with that.

SPEAKER_03 3:56

And you had to prove you had actually had an economically viable case to go do it.

SPEAKER_02 3:59

Yeah. Yeah.

SPEAKER_03 4:00

Yeah, you could get all of that, but then you just had to have a proof of concept that what you were gonna build was actually gonna ha have demand and be purchased.

SPEAKER_02 4:07

Well, it had to be evolved too, right? Because as things change, as needs change, I mean you can't predict years and years in the future with you know great perfect certainty. So you had the team to maintain it, right? And you know, talk about cyber can become more important over the years, right? How do you keep it protected and secure? So the strategic element, and firms, in my opinion, sit at the tip of the spear for this, right? Because it should. It should. Because advisors don't have the time, capacity, uh, capital, and many ways to do this for themselves. So in and especially today, firms should and often do sit at the tip of the spear for the technology conversation. So talk to me about the the especially, you know, starting with you, with you know, leading a firm. Right. What's the strategic thought that a firm goes through when they think about, hey, am I gonna go invest the CapEx to go do this myself? What's the risk potential of doing that? What's the upside of doing that? Or am I gonna go to the marketplace and say, you know what, what's uh what's out there that that we can kind of pull into our orbit? And then how do you come through to some decision? What is the right path for you to go?

SPEAKER_03 5:05

Yeah. So I'd say there's I'm gonna answer it from two lenses. One, uh, founders, you know, kind of organizational lens, and then our member partner advisor lens. Uh, and so at the founders uh organizational lens, um, 15 years ago, we hired consultants and we asked big questions. Um, should we uh be the CapEx investor and build our own tech, like some firms in our industry have done and done greatly and successfully? Um or should we, you know, take advantage of what was the early days of the fintech disruption and go kind of buy best of breed for what's being built out there? Uh and you know, candidly, we uh we chose the you know partner with what's being built. Um and I I don't know that we would have had the capital resources to go um build what would have been required and maintain and you know all those kinds of things. Grow and evolve it. And grow and evolve it. Uh so for us, you know, in many ways, as for many smaller firms, it you know, while you you think it was a strategic decision, yeah, if you're even willing to admit the truth, it probably is more of a required force. Required expensive. Exactly. Uh but but but then once we made that decision, um, I think we took a very unique lens in the independent space about then its application into why we're doing it, right? So everything for us, as you guys know, is why. Why are we doing this? What's the outcome of it? What is the gains that our member partners get? It's the single focus lens. Uh, and if we can prove that whatever we're doing is in some way wonderful and great for our member partners and their practices, then we're gonna pursue it. If we can conclude it's not, then then just get rid of it. And so on the technology front, and uh, you know, you've heard me tell the story before, uh, but I think it's the right place to tell it. Um, we we went to our member partners and we had a in-depth conversation around what is our collective common need for this, and concluded through a series of questions and answers and a fun conference experience that that for the most part, what advisors do, the reasons they want this technology, the work they do every single day, is kind of like mostly the same. They do plans and they build investments and they trade and they do all these things that every financial advisor does, whether you're with founders, uh, another independent firm, or even a warehouse or a regional or a bank. At the end of the day, advisors deliver advice and they need tools to do it. And because founders, while our members are independent, we cherish this notion of interdependence, they trusted us to begin to try to solve this problem on our collective behalf rather than having everyone trying to figure it out for themselves. And so for most of our industry, um, it's a it's a it is a complicated, difficult thing to figure out because I'm a business owner, I'm trying to deliver financial advice and oh yeah, I got to go figure out my workflows, my technology, and and keep up on it, all that. Founders took a different path, and our members entrust us to go do it. And so we built a technology stack that is what every one of our member partners needed, can't leave any advision the industry would need to grow and build a purpose-rich serving-like financial planning enterprise. And so, our focus, the minute we could come off of the strategic decision what we're gonna own or build or partner with, all of our focus became how do we help our member partners then use and and build a tech stack um to grow their practices.

SPEAKER_02 8:24

Was that only possible because the uh the the technology landscape flattened dramatically? Like there was more available um through the fintech revolution, right? The is there more available to us where maybe in the past smaller firms they didn't have the capital to go build themselves, right? And who's to say, like small firms that had to go build today, they may not be around as a result, right? Is is the flattening of that technology availability that is is that the reason we can go do that for all of our members?

SPEAKER_03 8:52

Uh I mean, I'll I'll let you answer, but it's a simple yes for me. What are your thoughts?

SPEAKER_00 8:57

It is. So when fintech booms happened, there was a lot more competition, yeah, which uh created more options for people to purchase into. Um and then you have all these ideas, it's all about innovation, right? So when all of these different tech companies came around, had all these different platforms, CRMs, all these tools, you had a lot of options to go to. And because of that is what allows us to be able to build and customize and cater our own systems.

SPEAKER_03 9:20

So yeah, and it also required, you know, for the developers of this fintech disruption revolution, whatever you want to call it, um, to recognize that what they're building, in many ways, they built bespoke tools that that solve a certain piece, but don't solve the whole thing. There's very few in the industry, unless you look at their merge and acquisition in the tech space, kind of solve a whole bunch of things. Each thing kind of solves its piece and place in the uh advisor and client lifecycle of planning. Um, and so the other thing that made it work, uh, and to the credit of the of the um uh industry and the technology developers is they all played in the sandbox nicely. Uh they allowed uh APIs to get built, they allowed data to flow between their applications, even though they were in in many ways, you know, different companies, possibly even competitors of each other. And so the that um that decision, outcome, however you want to call it, um, made it so the strategic decisions, certainly founders made and other smaller firms would have made, likely, to not go develop and build it and own it, but you know, partner with it, um, made that supported that outcome decision and now made it easier for advisors to now use different technologies from different um companies.

SPEAKER_00 10:35

Yeah. Yeah. I mean, during the innovation portion of that whole build-out when you're designing a whole system or integrations or whatever it might be, there's a lot that needs to be done. And what people don't understand is that the innovation part of it is you don't see the return on that until all that innovation is done.

SPEAKER_03 10:50

Right.

SPEAKER_00 10:50

Right. And then you have to deal with the growth aspects to it and how to adapt it to your systems, and then things change quickly now over time.

SPEAKER_03 10:56

So I mean, wealth tech is a thing now, right? Yeah. And so it's a and it's a powerful force in our industry. And uh they all understood that collectively they're better together than they are apart. And that went a long way to then um validating our strategic decision and further enhancing the outcomes for advisors that are independent.

SPEAKER_02 11:14

Um so yeah. So I look, there's no doubt that some of the biggest firms out there have incredible technology that they've built and developed over many, many years. And they maybe infused it with more market tech available. Um, but if you've built your own tech stack over many generations now at this point, it's evolved. Are you reaching a point? And maybe I'll start here with you, Justin. Are you reaching a point where they're kind of stuck potentially, right? Because they've got so much invested in this, or is it an easy pivot for them to move?

SPEAKER_00 11:43

So we actually see this all the time now. There's some companies who have built off of archaic infrastructure and they've adapted it and evolved it over time, and then a new technology comes out, and they can't adapt to that because they're on an old system infrastructure. We deal with vendors like that all the time. Um, and then they have to do a whole pivot. So if that that is when either they die or they they pivot. So we had CRMs who just died off because they're they can't pivot off because they're an old architecture.

SPEAKER_02 12:12

There's a great technology book I read, um, and you probably read it as well, but it talks about um uh technology debt, right? And process debt, right? You you've built up so much debt by building on top of it so many years that it's you're almost like you're you're crippled in terms of being able to move in a in a real agile manner.

SPEAKER_03 12:31

Now I I will say that over time that debt's gonna get paid off, um, especially with the advent of AI. It's so agile, it's so quick, it's so, you know, it is game changing. So I think companies that have been more stuck there probably become less stuck there if if I'm just thinking about it out loud. You have to make that decision though to get unstuck. Yeah, right. You do. Yeah. And so, and in many ways, the merging acquisition activity is forcing the unstuck because when you when you buy that debt from the company you've just purchased, you you have you only have one choice, get it to yours. And so it creates, again, for advisors, um, that tech debt makes it hard through transitions and all those kinds of things. So um, but ultimately, and you've heard me say this it is the technology is the ultimate equalizer in the industry. It's the massive flattener. And the barriers to entry to do this well for independent advisors through firms like founders and others, um, is it's the easiest, lowest bar ever, and it's gonna stay that way. It is a commodity now. Um, and so every you know, there every advisor should expect and receive great solutions for technology to drive scale efficiency and growth opportunity within their practices. It's it should be expected at this point.

SPEAKER_02 13:42

I mean, it is it even possible that there's a competitive advantage to to actually being smaller with a more nimble and agile stack than you could you would typically think you know the big firms with you know large, large CapEx and able to large teams that can build this stuff out and configure even existing stuff. But there that's that's heavy. There's a lift there, right? Is there a is it fair to suggest maybe there's a competitive advantage to actually being nimble and and leveraging a lot of the great stuff that's out there from partner developers and companies? Is is there a competitive advantage there, you think? That advisors can feel, not just for firms, right, to make a little extra money, but actually advisors can feel it because they're gonna get more out of it at that point.

SPEAKER_00 14:22

No, we hear this all the time when we onboard new member partners. I couldn't do that and I couldn't do this because they were stuck in the stack that they were in. Versus with us and the smaller firms, you have the ability to adapt those systems. Um and we we do have quite a large data stack as far as like all of our branch offices, but we have a standard that we we implement across all of them. So we still protect them and safeguard them across those, and we do the process and there's expectations that and all this other stuff. Um but when you're working with like uh larger, larger warehouses, they're like, nope, you can't use that, you can't use this. This is what you have to use. So that goes back to uh cybersecurity questions about like how what they do that to protect them on a large base control. So they're not as adaptable, versus uh with smaller places you can say, Oh, let's work on this. This is something we want to use. Is this some tool that maybe the rest of our community might be able to use, right? And that's what Brad does a great job of doing. He hears that input from everyone. Um, he comes to me, we talk about what things that we can implement and things that we can adapt to and and um give them more tool sets to use.

SPEAKER_03 15:28

So yeah, you think about the the the industry, right? So uh and you think about the roll-up of RIA, uh, which we want to spend a lot of time talking about because we're both BD and RIA. Um, but you know, part of the um value prop of the roll-up RIA model is they are in one system, one platform, one set of technology tools. Um and the and the the outcome is that. Um it's more complicated in the independent brokers of RIA space where you're supporting a independent 1099 business owner who has choice. That makes it more complicated. Uh and firms are are going one of two paths. Um they're going the path of um you have to use our stuff, or they're going the path that we're not gonna have stuff and you're gonna kind of figure it out on your own. Um tricky for an advisor. It can be, yeah. And so I I think in that lens, um as we continue to see the evolution of technology and how it does kind of levelise the playing field, uh I I think there's an opportunity for advisors to improve their technology footprint massively, both large and small, candidly. Um, again, I don't think this is gonna be a differentiator ultimately. Um, I think this is something that we're all gonna be required to have. It's table stakes. And firms that don't won't be here. Yeah, it's kind of like that. And so uh I think the method of how you do how you deploy it, how you part of advisory to learn it and use it better will be way more important than actually the technology itself in many cases. Uh and so that's where I think smaller firms are gonna have a massive advantage um because we will have people that are parted into their practices helping them grow and use this stuff, um, versus if they're again in an independent model, kind of left their own devices to figure it out if that makes sense. Yeah.

SPEAKER_02 17:15

Yeah, I would say from a from a marketing lens, which is you know where I spend most of my time, I wonder if the the cachet of like the homegrown tech stack is kind of losing its luster a bit, right? And now we've got all these great brands, these great technologies coming out coming into the the orbit of what we do. And as we uh kind of assimilate all these different technologies into packages that serve advisors really what really really meaningfully across different areas, that cache is actually being bolstered a little bit, right? Because you've seen all these great applications and technologies now available to advisors, and it's not just locked into this gated ecosystem that you know typically controlled by a larger firm. So it's actually flipped a little bit, in my opinion, right? So you're seeing all the uh the advisors recognizing that they have actually more access to a lot of great tools where maybe in the past they would not have been.

SPEAKER_03 18:03

Yeah, I also think with the technology revolutions can take place, and you know, we've had we've had conversations on cybersecurity, all that kind of stuff. I think that there's the risk for advisors at becoming at odds with their firms, unlike they have before. Um you've heard the term frenemy in our conversations before. And it'll be interesting to see how um the balance between letting an independent advisor kind of do what they want to do, build the stack they want to build for themselves, which candidly in the modern modern world today, they're capable, it's it's it could be done, um, versus the restrictions firms wheel or won't place, that's gonna play out in a manner I don't know we know yet, candidly, uh as we continue to see merger acquisition, all that kind of stuff. But um, but yeah, if I'm an if I'm an advisor, I'm as excited as I've ever been about what's available in technology to help me grow my practice and grow my firm. Uh and but relative to what I expect of my partner, uh, I think I should have the highest expectation I've ever had relative to technology footprint and what it does to help me grow my my my business.

SPEAKER_02 19:03

So whether you're you're an advisor whose firm is kind of updating their tech stack, whether you're you're transitioning to a new firm or considering transitioning to a new firm, you know, what questions should you be asking your your firm or potential firm or even yourself about technology and what's right for you.

SPEAKER_00 19:23

Well, a lot of times when we get these um first touches with uh prospect mender partners, they're a lot of questions they're asking is the wrong one. They're they're not asking like what do we need to do? It's actually what are you guys gonna do for for me, for my cybersecurity policies and whatnot. And uh I usually tell them like you don't have to worry about it. You walk in the door and we handle it for you. We we pretty much just give you a golden ticket and say, Welcome to the chocolate factory.

SPEAKER_03 19:49

I do like chocolate.

SPEAKER_00 19:51

And then we handle everything for them as our as far as technology goes. We give them technologies that they even know existed to help them better themselves. Um and there's all kinds of things that they've learned to appreciate and have come to love of our technology stack of founders.

SPEAKER_03 20:04

So and it's also amazing, candidly, how many firms out there aren't really up to snuff as it relates to to the to tech stack and what it can do. Um, I mean, uh every literally every single one of the new new member partners that joined founders last year, it wasn't just a a step upgrade, it was like lurched them forward, massive upgrade and their capabilities and and their their what what they can do and their practices, you know, given given that our technology stack. And so um, yeah, it's um it's it's it's interesting that way. And so as an independent advisor, if I'm talking with firms, um, and again, you've heard me say it this way, before I ask them what technology they offer, I want to understand what's their strategy around technology. It's as I think it's as important as it's ever been. Um and it's on it's on three fronts. It's on cyber, it's on AI, and it's on the I'll call it the meat and potatoes that sit between those two things, uh, which are the daily workhorses of technology I'm gonna use every single day. CRM, planning software, risk tolerance, you know, the the the the the need, not the want to have, the need to have. Um and so the what's the firm's strategy around the marriage of those three things such that I can then see how being their partner, how them being my partner, is gonna elevate the opportunity I have to do what I do best, grown-in hands relationships.

SPEAKER_02 21:28

Justin, do you think that um advisors are actually getting the most out of the technology they have, or are they they only scratching the surface?

SPEAKER_00 21:37

Especially why why is that? Like inside of founders, there's so many tool sets they can utilize that they're so just used to the ways of utilizing certain things that they don't change. Um, or they don't bother looking for you know a new faster wheel. Um so a lot of times they stick on it. That's why like other CRMs and stuff that are older, they're fine with utilizing them when you show them something new, they're like, Oh my god, I I didn't. Know we could do this. I didn't know there was automation to do my touches and do all this other stuff. So they they're I would say if I was gonna give it a number, they use like 10% of their entire capacity to of their tech stack.

SPEAKER_02 22:11

So what's the catalyst for change on that? Is is AI gonna change that where you're actually because AI takes a lot of steps out of the equation, right? You're more just prompting and it does a lot of stuff for you. What's gonna change it where advisors actually start getting not 10% out of their tech stack, but they're actually leveraging 90%, 100%, whatever it might be? What's that catalyst for change?

SPEAKER_03 22:29

You're certainly optimistic. I'm optimistic, man. I'm optimistic. We can start with 50%, but you know I think I think this is this is like this is like exponential. I think if you go from 10 to 13 or 10 to 17, fair point. That's so in math, 10 to 17 is a 70% increase. That's not a 7% increase, right? No, I think it's kind of like that.

SPEAKER_00 22:47

But uh yeah, so I think the catalyst is being curious. Yeah, it's a great point. They need to say, can I do this better? Is there a way for me to make this more efficient? And if they start asking those questions to AI, the AI will say, well, you have this platform and this platform, you're not utilizing this tool. Um, there's a lot of that that's gonna happen once they become more curious. Yeah.

SPEAKER_02 23:08

I I've always thought of this, and you've heard me say this before, is we don't think about technology as an employee as much as we should, right? Think about we have like a human employee in our businesses, right? We're generally pretty okay giving them lots of stuff to do, yeah. We're we're okay finding new things, even outside their capabilities, to go do, right? Because we need to delegate. We don't have time to do ourselves. Some stuff, we don't want to do ourselves, right? So we over-delegate. We don't do that with technology. We don't get curious about it, right? We we we don't we scratch the surface of what I can actually do. So I've always thought we should actually write a job description for every piece of technology we use. What is the function of that that application? What's the what is the purpose? Why does it exist? Why am I employing it by paying that subscription fee? Right? It's basically a subscription fee is is it's payroll in many ways. Think about that way. So if we did that, would we get more out of it? Would we get to 17% or in my overly ambitious uh you know, close to 90% of the right B. I'm curious what you guys thought, or am I just off the rails here, or is that a that a right way to think about it?

SPEAKER_03 24:07

No, I I think it's very much the right way. Again, it's it's by that, by doing that, you're defining um what's possible through that. You should also ask why. You know, you want that you want that technology to do that. And then once you get those answers, it's it's that's how you could do it. Um, but I'll also go back to the question you asked before. Um, and and that is, you know, what's it gonna take? And you said curiosity, which I think is a wonderful answer. Um, it's gonna take advisors to act like business owners. It's gonna it's gonna take them to understand that they've got more to do than just you know deliver advice. And as a business owner, you have to spend time working on your business, not just in your business. Which is knowing your employees, which is knowing your employees, which is known in your org structure, which is knowing, you know, your all these kinds of things, right? And so to me, it's uh in in many of these conversations, it circles back to this always. It's about leadership. And in in our world of founders, it's about our partner leadership to them with them, and it's their partner leadership of themselves and their enterprises to be curious and then think about creatively how to drive this stuff forward.

SPEAKER_02 25:16

Um, as we get to wrap up here or start to wrap up here, give me your vision and and and this is this is kind of a big thing with everything going on in the world right now. Like, where where are we going? Like what's what's uh what should we looking forward to? You know, what do we see like the technology landscape evolving into? Are we in an evolution or are we in a revolution of technology? And those things are very different, right? So I think I would probably say over the last couple decades, we've been in an evolution, minus a couple little things that have really you know moved things up the smartphone, for example. Are we in an evolution or are we in a revolution and what should we be looking for?

SPEAKER_00 25:52

Go ahead. I was gonna say that uh we're hitting that point where it's gonna be revolution, right? The right now we've just been evolving our current technologies. Once we have certain things like there's certain limitational points on technology right now, uh specifically like data, that's keeping us from being able to move forward with that. And that is things like capacity. Um we only have certain capacities that we can utilize because we're using you know silicon disks still. Once we have these newer technologies that are currently like they're talking about the Superman-based crystal day based data storage, and I can't wait till that comes out because I'm gonna have my own Ice Fortress. I love it. I love it. Um, we're gonna hit that revolution where it's gonna be like technology, they're gonna everyone's gonna be fighting over what kind of technology we need to deliver, and with the use of AI, that's gonna enhance that. So yeah.

SPEAKER_03 26:38

I I think we're being told it's revolution. I think we are because we don't know, we don't know. I'm thinking speaking to the independent financial advisor now. Um therefore we believe it's revolution. But I think for advisor practices, it it should be evolution. Uh and so um, you know, you've arrived where you've arrived successfully for lots of great reasons. That that doesn't change tomorrow because AI did something different or better, or technology something different and better. And so uh to me, um, it is revolutionary in the context of human history. But in the advisor practice, it should be evolutionary if thought about the right way.

unknown 27:18

Yeah.

SPEAKER_02 27:19

We'll leave it there. Thank you, gentlemen, for for joining and uh awesome conversation. So appreciate it. Hope to have you on again, and uh we'll talk soon. Thanks, guys. Yeah, thanks.

SPEAKER_01 27:28

Thanks for spending time with us on the Built By and For podcast. If this conversation resonated, follow the show on Apple Podcasts, Spotify, or YouTube, and share it with an advisor in your circle who's thinking about what comes next. To learn more about Founders Financial and our solutions for independent advisors, visit Foundersfinancial.com. The Built By and For Podcast is produced by Founders Financial. The opinions expressed by hosts and guests are their own and do not necessarily reflect the views of Founders Financial. Content is for informational purposes only and is not intended as investment, legal, or tax advice. Securities offered through Founders Financial Securities, LLC, member FINRA, and SIPC, registered investment advisor. Copyright Founders Financial, all rights reserved.