The Advisor Delta™

Narrator: Welcome to The Advisor Delta™, the practice management podcast dedicated to helping investment advisors grow their business and reach their goals. Whether you’re looking to scale your practice, streamline operations, adapt to emerging technology, or deliver value to clients - this is the place for actionable insights, thoughtful leadership and innovative strategies. Brought to you by Worldsource Wealth Management. Let’s dive in!
Wai-Ke: Welcome to the Advisor, Delta. I'm your host, Wai-Ke Kim, VP of Practice Management at Worldsource Wealth Management. Co-hosting with me is Trish Smart, a practice management consultant.

Trish: Thanks, Wai-Ke. Great to be here. Today we have Chad Dawson, investment advisor with Worldsource Securities, Inc. He's joining to talk to us about building a practice that enhances value. Welcome, Chad.

Chad: Thank you very much. I'm, uh, very excited to be here.

Wai-Ke: So, Chad, before we started today, we had a great conversation all about your background. But to kick things off, I'd like to open it up to our audience so they can learn a little bit more about your journey into financial advising.

Chad: Yeah. And, uh, thanks again for having me. I, I'd say it started probably around, you know. Teenager years when, when I did a project in school and we had to, you know, learn about the stock market and investing. And I remember picking up the newspaper at the time and looking at the stock quotes and, you know, trying to understand it. And it, it seemed to be something that, it wasn't about making money or, or wealth at the time, but it was just a fascinating, I. Thing to me, and I, and I wanted to understand more and what it led to was, you know, discussions with, with my dad about, about investing the world of investing and, and I started reading investment books in, in high school. I had my first investments in high school. And at the time when I was heading into university, I. I thought, well, what am I gonna take in university? And, and, and my dad suggested taking finance, you know, it'd be a good, good career to get into. And, and based on our family's network, we, we knew a lot of entrepreneurs, we knew a lot of people that were, were involved in oil and gas companies at the time in Calgary and thought it would be, you know, an opportunity to lean into that network. You know, like a lot of people with the influence of, of your parents led me. Down that path. And it wasn't shortly after four years of a university, I had wrote my securities course prior to even getting in the industry, got into it, you know, at, at 24, 25. And that was sort of how it started. But obviously, you know, evolved into, you know, a very young person trying to navigate the, the world of, you know, managing people's monies and, and financial plans, et cetera.

Wai-Ke: That's really interesting. Sometimes we hear advisors take a rather meandering path to get into the, the industry rather than. Coming through school and actually learning about finance to actually get into the industry. But you actually took your more traditional route, perhaps.

Chad: Yeah, and I mean like a lot of things in life, you know, there's always these small catalysts or big catalysts that kind of propel you in a certain direction. And the, the one thing at the time was my dad was an entrepreneur in the oil and gas business in Calgary and. Right around start of university, he was working with a, a private oil and gas company with a bunch of people that, that had invested in it. And, and the ultimate plan was for it to go public. The idea that there was gonna be a bunch of wealth created for a bunch of people that typically didn't have it and was possibly gonna need a lot of advice. And so it was something that kind of stuck in the back of my head and for whatever reason, as, as a, you know, an 18, 19, 20-year-old, it resonated as sort of that first. Opportunity to proceed with in the business. And obviously it didn't happen until four or five years later. But sure enough, in 2006, the company went public. There was a bunch of people that had a substantial amount of wealth, and again, it opened that door. Simply had to walk through it and start navigating that.

Wai-Ke: Nowadays. How would you say that you define value in the context of your now modern advisory practice?

Chad: You know, just going back to where things started with, with my first network, colleagues, friends, family, it was very important to go in with the intentions of looking after people. It's a funny business with how many moving parts there are in our business. At the end of the day, you're dealing with people and you're dealing with people's emotions. You're dealing with people's money. You're dealing with, you know, people's future, and especially when you're dealing then with people that are close to you. It, it adds an extra element of, you know, really wanting to take care of people. One of the things that. Really stuck with me from, from the beginning was staying in front of clients and, and communicating with clients. And I know that's, you know, simple and, and cliche and everybody in the business says, yeah, yeah, I do that. But back then it, it, it was picking up the phone and, and calling my clients and. 20 years later, it's still the same thing. I do pick up the phone and I, and I talk to my clients and I do it on a very regular basis. And you know, I, I think clients, they want to hear from you. They, they want you to be in front of them nowadays. There's many ways you can do that. I mean, technology has really, you know, amplified the amount of ways you can do that. But I really like to keep things simple. Emailing and, and, and phoning my clients and being in front of them, I think is, is extremely important. And it's, it's led to success. I mean, they want to hear from you.

Wai-Ke: And it seems like even just being accessible is super valuable to clients because they don't have to go chasing you down. You're just available for them.

Chad: Yeah, and I, you know, that's, that's an important question because I think, um, you know, in this business we all have a, a very significant opportunity to grow something that maybe a lot of people don't have an opportunity to. And I mean, it takes years, but. There comes a time where your business can be too big, and at the end of the day, you know, you're still dealing with those same husband and wife, grandparents, kids, whatever it is that need you to be available to them. And it's important for me to obviously grow and focus on, on the business, but it's also important for me to be available to my clients. And so I, I, you know, I need to balance out having a business that has the. The ability to, you know, grow for my personal reasons, but at the same time be available to my clients. And I feel guilty if I get a phone call from a client and I can't answer it. Maybe that's something that is inherit from the beginning, but it propels me then to get back to that person. You know, I can't tell you how many times I've dealt with other professionals or or other businesses and, you know, you'll reach out for something or a simple question, or you'll look, you'll look for an introduction to their business and you know, they'll get back to you in days. It blows my mind that that's how people conduct business.

Trish: So you talk a lot about that personal touch that you have with your clients, the constant communication or you trying to keep in touch with your clients. What strategies have you found that are effective in communicating your unique value to your potential clients. I.

Chad: Yeah, I mean, it's, it's a good question 'cause I think it's, it's something that a lot of advisors deal with on a, on a regular basis. And I think two things. One is storytelling and two, taking the complexity of our industry and, and simplifying it. I'll, I'll start with the, the second one first. It's a very complicated industry, but I, but I think that's similar to other industries that affect everybody. So the health industry, just as an example, and, and I'll relate this back. Nowadays it's important to have red light therapy, hydrogen baths, and cold plunges. But, but that's the sizzle, right? That's not the foundation of becoming healthy and becoming fit and, and, and looking after yourself. And it's the exact same thing in, in our industry, too many people, both advisors and clients. Push for the sizzle. Mm-hmm. You know, they push for the shiny complicated plan, or, or, or what sounds complicated or the complicated product, or the complicated investment, or maybe the extremely high risk investment. But at the end of the day, you know, there's a handful of core truths that have never changed in our industry in terms of building and managing wealth. That are, that are the same, going to clients and, and kind of reiterating that the wheel doesn't have to be reinvented. The, the, you know, the wheel has been around for a hundred years. The wheel works better than anything else. It's the wheel. And, and if we can, you know, if, if I, if I can take the industry and break down the barriers and explain to clients. Where the complexities create problems and, and where simple solutions work. You know, I think that gets you 80 to 90% of the way to solving a lot of people's problems, maybe 95%. What it does is it allows them to see through a lot of the noise and, and there's a lot of noise.

Wai-Ke: If I can go down that path a little further, you talk about how many of us overcomplicate things, and in fact, a lot of us should potentially try to keep things a little simpler. Because that's what clients potentially need more of. But we talk about an industry where a lot of financial advisors and their services may appear very similar to one another. How do you differentiate yourself in terms of your offering and, and how you can resonate with your target clients? How do you stand out?

Chad: Standing out is always difficult, but um, what's interesting again about our industry is. There's 40 million people in in Canada. I only need to work with a hundred of them. What that says is you don't have to be everything to all people. Maybe that means you focus on a niche, and a niche could be dealing with a very specific set of professional clients in an industry that you know very well. It could be dealing with a very specific set of products that you know very well. It could be dealing with a very specific side of financial planning that you know very well. You can also do all of that very well, but at the end of the day, you've got a, you've got a, a niche amount of clients that you're, you're trying to present your. Value proposition too. One thing that I really try to do is, is simplify things. And again, simple doesn't mean easy and simple doesn't mean unsophisticated, and I think that's where a lot of people get it wrong. The problem though is, is if you say a simple solution, you get pushed back. Well, what about this complicated strategy or this complicated product? I think reiterating the simple solutions to get to the goals, to get, you know, the solutions that clients are trying to achieve is important. And sometimes you have to say the same thing over and over and over, you know, and sometimes doing nothing is a solution, doing nothing is, is a simple approach. There was a study that was done, and this is, you know, this is relevant I guess to the way the markets and Trump and tariff stuff is all happening, but they did a study on, on football, like soccer players. They took the stats of all the penalty kicks and they determined how many goals were scored on the left side of the net, the right side of the net in the middle, and what they determined is based on the stats, if the goalie just stood in the middle during the penalty kick, they would save like 18% more of the shots. But the problem is if the goalie stood there and the guy kicked the ball into the left side of the net. The crowd would erupt. You didn't even move, you didn't even try. But yet that was still the simple solution and that was what was gonna get the outcome that you needed, more so than the other ones. Trying to just break down the barriers of what our industry throws out there, and it throws out a lot. Trendy, new idea comes around and the mutual fund companies put out a bunch of products.
Trish: So I feel that a lot of advisors really struggle at articulating beyond the, I give good advice. I provide good service. What do you feel really stands out with really good and different value proposition that works for you?
Chad: You know, communication is paramount. I mean, I think that's pretty important. I think a lot of people are pretty good at it, but the consistency of communication has to be there. What that does is, is if, if you consistently do the same thing over and over and over without feeling like it's redundant, you know, it produces significant outcomes. You know, there's a book by James Clear called Atomic Habits, and it's literally what. He goes through the entire book as small habits and, and, and, and small sets of processes turn out to become massive outcomes. And I think the result of, of consistent communication consistently being there for your clients, consistently answering or helping them understand situations, leads to trust. And trust is probably one of the things that once you've created that. It's essentially a moat that you've got around that relationship, and it doesn't come overnight. And, and trust takes a long time. And you could, you can build trust with a client by doing all of these foundational things that may not even revolve around investments or financial planning. But once you've got that trust, that moat is a very important thing. That mo leads to referrals, that MO leads to, to, to growth. It leads to like-minded people that are, you know, friends or. Family or colleagues of these clients and saying, you know, I just want someone to be there for me. I want someone to reach out. I want someone that I can trust and call and, and, and feel like I'm not being sold something. I think that, I think trust is, is important. And again, it's a very simple thing because everyone will say, well, yeah, I, I, my clients trust me. But I also think there's a lot of advisors that are fearful of their clients leaving and they're fearful of the next down market, and they're fearful of, of a lot of things that are gonna cause their clients to have, have concerns. If you've got trust that client can lean on that trust and, and help get through. Challenging situations or, or important situations or, or whatever the case may be. So I would, I would say trust is important. Communication is important, but I, but I also think, like I said, there's 40 million people in Canada and, and, and every advisor only needs to deal with about a hundred. So you also need to find people that speak the same language. I would say that I. Tend to spend more of my time revolving around the investments, not so specifically about, you know, what investments, but just breaking down the investment landscape, having the clients understand why we own certain things, what we own, why certain products may be better than others, why certain investments may be better than others, but spending the time breaking down those barriers. That's not gonna be of interest to a lot of clients, but it is to some. And so you end up having clients that are like-minded. And they want to hear about this stuff. They want to know about this stuff. And, and like I said, if, if I only need a hundred or 150 clients, then, then I can speak my language. I can focus on my niche. But again, none of that matters if you don't have communication and trust. So you know that that's, that's the wheel, that's the thing that has never changed for a hundred years that, you know, humans need. So I think that's what I would say that I, you know, I spend a lot of time. Worrying about and trying to enhance with my, with my clients.
Trish: I think trust is a big thing and answering the calls and talking them through it. Uh, difficult situations, always important to, um, to make them feel like they're being heard. Is there any examples that you can think of that based on some client feedback, maybe that you evolved or changed how you did certain things in your practice?
Chad: Yeah, actually there's one thing that stood out right away and, and it, it evolves around the same concept. And I have a client that I've known for years and, and a bunch of years ago referred me, a colleague of his, and basically the ultimatum or the criteria that the client gave me was this other client wants to hear from you, wasn't about investment performance. It wasn't about a financial plan, it wasn't about anything to do with what we're supposed to be doing other than. They wanted to hear from me and it, it struck a, a chord because I, I think that that probably is in a lot of people's heads. It's funny that even though I, you know, I spent, I spent a lot of time trying to do that. When you hear that, it, it, it's like a, it's like a bell ringing and it amplifies that sound. You, you lean into it more and, and maybe lean into it more for that specific client. But it, it resonates how important that is. And so that was a very specific case, but I've had it happen other times where I've had, you know, and again, a lot of this comes from referrals, but I will, I will get a referral and, and, you know, it's, it's common where they, the client will say, I just, I don't hear from my advisor when I hear those things you want to double down on, on that.
Wai-Ke: Often when we are talking to advisors, they talk about some of the things that they're adding to their service offering, be it, you know, the new tool or a new technology or something like that. You know, how do you approach this when you're building your service offering and you're, you're thinking possibly very intentionally about what to add and how do you decide between the different things rather than just add more stuff.
Chad: I think that there is certainly a bit of trial and error. I mean, I, if you look at most advisors careers, it's not a straight line. There's a lot of platforms and technology and things that come and go and evolve that, that allow us to try to enhance our, our business. I think you have to try these things and I, I think you have to move down those paths, but you have to be adaptable and you have to be willing to, you know, adjust if they're not working out. A dealership like ours, you know, we get a lot of this put out in front of us, and, and it's good. There's a lot of different ways of, of running a business and, and a lot of different technologies. Everybody can deal with a portion of it, all of it, some of it. But sometimes you don't know, are you focused on, on the technology? You're focused on where your business is going and sometimes you need the technology to enhance where your business is going. Sometimes, you know, you want to build the bigger picture and work back to see what. Piece of the puzzle or what technology fits. You know, we've got a lot of unique tools at our disposal. I, I'm gonna say the big bad compliance word. Um, I know, you know, we get a, you know, compliance gets a lot of flag, but there's tools that some people hate. But I think you can, you know, use things to your advantage and, and there's certain parts of some of these tools that you can use that can enhance your business. The other thing is you don't have to be all in or be all out. Some of these things have pieces that, that can help it enhance your business. I think you have to try them. I think you have to explore them. I think you have to look at how can this fit? Let's, let's try it out. Maybe try it on the backend first before we put it in front of clients, or vice versa, testing things out to see if it, it works for the business and if it doesn't quickly adapt, quickly, move on and and find the right puzzle piece.
Wai-Ke: Right. I like your open-mindedness because certainly that is oftentimes the stumbling block that advisors have when it comes to adopting new things in their practice.
Trish: Trying things out and allowing it to work or not work and adapting is really important too. I think we need to take more time to do that and, and take those lessons in, take them for what it is. It's a lesson and time to change or adapt. Um, I wanted to go back to storytelling. You mentioned. Early on around communication and storytelling, and I'd be curious to hear a little bit more about how you, how you in particular leverage storytelling within your practice.
Chad: Yeah. I would say that the, I don't know if I'm a great storyteller. I think it's, it's probably part art, part science, but in order to. Have stories in your head. You need to read a lot. Nowadays. You can read blogs, you, you can read social media, you can read books. I mean, you can get your information a lot of different ways, but I think storytelling, it helps break down walls and it helps simplify things and, and it helps. I. Allow people to see things in a different perspective, you know, and, and it could be as simple as like the soccer goalie stat quoting, something like that. Instead of saying, here's the index chart that goes up over a hundred years, do nothing. Here's a different way to explain what do nothing means. And I, and I think sometimes clients, you know, maybe hear the same thing over and over. So sometimes you have to pivot and, and, and find a new way. Since we're on the topic of storytelling, I might as well share a, a story. You know, this would be something that would, you know, probably a lot of people have heard and, and would resonate for, for younger clients, the idea of compound interest is obvious to most people in an industry. And, and, and we're aware that it's a very important thing, but a lot of young people that are starting out maybe don't know how powerful compound interest is. And, and you know, one of the biggest assets that people have is time. And the young people have the most amount of time. And so there's a story about. The grains of rice on the chess board, and maybe people have heard it, maybe they haven't. But there was a, a king and a and a jester back in some ancient time, and the story goes where the jester basically played a prank on the king and, and said, I will place one grain of rice on the first square of the chess board, and then I'll place two on the next and four on the next. And there's multiple ways that the story could go, but try to have the king guess how many grains of rice would be at the end of, of the board. And if, if he got it right, you know, the adjuster would. Would give up something, and if you got it, you know, wrong, the jester would win some sort of, you know, monetary prize from the king. And so the story part is, you can get into and dive into it, but the crux of the story is, is that by the time you've compounded 64 blocks on a chessboard, you've got nine quintillion pieces of rice on the last piece of the chessboard, and yet 10 pieces in, you only got a hundred or whatever the math is. But, but the point being is, is that, you know, you don't see. The effects of compound interest until, until late in the game or late in the story. And sometimes you need visuals to, you know, help, help explain that. You know, that's one that I've, I've tried to write about that and share it with clients, but I think if you, if you share these stories and you, you know, try to expand on it, again, some people might gloss over and it, it doesn't mean anything but. It might resonate with one person and, and that's important.
Wai-Ke: Yeah, definitely. I feel like I'm a very visual person. If you can draw me a picture, I can follow. When you're thinking about growing your business or scaling it, I know you've got some very unique opinions about this and we'd love to hear more about what you would wanna do in the future for your practice.
Chad: Yeah, it's, it's certainly something that. Us as, as advisors, you know, we're always thinking about, we're always, always battling with, you know, we live in an industry where growth tends to be put at the forefront. Grow your business big, grow a big team, grow a big book, grow, grow, grow. And I, and I think growth is I important, but as we've discussed, growth can come in, in, in various ways. I was having a conversation with. With an advisor at a previous conference, and he used the phrase, small, fat and happy. And it was something that stuck with me and, and resonated because one thing that I've always struggled with is I'm at the point in my career where I'm not old enough to think about retirement, but I'm, I'm young enough where I still have a lot of runway ahead of me. And so it puts you at a bit of a crossroads. Do I, do I scale and grow? Do I create a big team, grow my client base to two or three times what it is, or do I embrace the small, fat and happy concept? A couple years ago, I went down a bit of a rabbit hole looking at acquiring another book of business. Mm-hmm. And I thought that that's what I wanted to do. I, I thought that this is the direction I wanted to go because you need to grow, you need to get big and you need to scale. And it doesn't mean that that's not the direction people have to go, because I think that's important to some people. And I think it's also the only way, or, or a big way that you can grow your business to the next level. I thought about it and I thought, what is that gonna do in terms of looking after my clients, managing my a hundred households, and how am I gonna navigate that? I, I now need a larger infrastructure. I need an office. I need, you know, multiple assistants. Maybe I need a partner. And now you're managing a business as opposed to your clients. And going back to our previous discussion on a lot of these questions, you know, that's what's paramount in, in my business. I think the idea of keeping your business at a certain size for some advisors makes sense. When I had these conversations with these retired advisors, they said, well, when I get to 55, I want to, you know, deal with the top 50 clients and slow down and run, run a business like that for the last 10 years. Well, that's sort of where my business is at. It's this idea that. I'm chasing something to get rid of the excess, to get back to where I am. And I think that's what, what the battle is. I'm gonna share another story, and it's the story of the fishermen in, in a small fishing village. There's this gentleman that's sitting on, you know, the coast of a small fisher village catching fish, you know, one or two fish. And this CEO of this big corporation comes by and, and says, what are you doing? Guy says, I'm just sitting here catching a couple fish. I'm gonna go and catch up with my family this afternoon. We're gonna play the guitar, sing some songs, and drink wine and, and eat food all night. And the CEO says, you know, if, uh, if you put a little bit more effort into your, you know, your fish, fish catching, you know, you could really expand. You know, if you spend a few more hours at a day, you. Cash enough fish to sell and get a boat. And if you got a boat, you could get out in the water and spend more time catching more fish. And once you've caught more fish, you can scale your business to the point of having a larger boat. Ultimately, you could have a, a plant at, at the coast where you process the fish yourself, and you could be selling fish all over the world. And the Fishman says. What would I do then? And the uh, CEO says, well, at that point then you could retire and move to a small fishing village and sit and fish and hang out with your family and drink wine and play the guitar. It's not maybe exactly what I'm doing right now. I'm certainly not sitting fishing all day and drinking wine. But the concept is, is the same. Some people like the art of the chase. They like growing indefinitely, and I think that to some people is important and you need to find what's important to you. I think what's important to me is, is, is running a, you know, a very balanced household and that involves me running a very balanced book of business and I think that's where that kind of all falls into place.
Trish: So you talked about a long runway. Is this what you see yourself doing in five, 10 years? Do you see fishing and drinking wine? Like what's, what's five years from now?
Chad: Yeah, no, that's great. 'cause I actually don't fish, nor, nor do I drink wine. But, um, I mean, I'm sure we could draw some other parallels, maybe golfing. This is all I've ever done. I got into the business when I was 24 or 25, barely out of university, you know, and, and I'm the one now putting a suit and tie on. It was probably a terrible suit and tie and, you know, going around and trying to introduce myself to, to clients. And so here I am 20 years later. Do I have 20 years left in the business? Maybe, maybe a little bit less, maybe more, but I think it's what I'll always do. I don't know what else I would do. I don't know where else I would get this level of, you know, fulfillment both in dealing with something I love, like investing versus dealing with clients and the relationships you built. You know, I, I, I think a lot of advisors will, will attest that over the years, you know, your clients start to become. An extension of your family in some cases. And I, I mean, I had a, I had a conversation with a client the other day that I've, I've worked with literally since the day I got into the business and they are in their late forties, almost 50. And I just learned that they're a big video game player and I'm not. But that sparked a big conversation, you know, 'cause that was such a unique thing that you learned. Feels like it's, you're talking to family about these things. Right. And you know, that's where some of these conversations go.
Wai-Ke: I guess I, I'd love to ask this question of you. If you were to, I mean, you're, I'm imagining you as your 24-year-old self, you know, putting on a bad suit. What else would you say to your younger self or a younger version of you that was entering into this business today? Is there any advice that you would provide?
Chad: Personally, I don't try to look back on life and really regret anything. I feel like, you know, the path I've been on in anything I've done is. By design. I mean, it was, it was the way it was meant to be. However, if, you know, if I had to give any advice to someone else, I, I, I would start by saying, you know, it is very difficult to make into this business, and I think it's more difficult today than it was back then. However, if you are willing to be patient and put in what is. Hard work and time and not expect to make it right away. I think you can have a very, very good career. And I look back at my career and I had some success very early on in my first year I did, I built up a, a book of business that happened very quickly, but then 2008, 2009 happened and, and that evaporated everything very quickly. And then you had to recover from that. And so I went through the first five or six or seven years of. Of my career making next to no money, having two kids and, and trying to make this work. And it would've been so easy to quit, so easy to pack it in. I had a friend at the time, and I think it might've been during 2009, I probably was complaining too much about, you know, how much money I wasn't making or how difficult it was, and, and he basically told me like. Keep your nose to the grind or get outta the business, and sometimes you just need to hear the hard truth. Mm-hmm. For whatever reason, that stuck, and it wasn't that I worked any harder than anybody else, but time started to take care of it. And, and I, I had a conversation a while back with an older advisor and, and he says, you know, it's time in the business that's create success, but that's the hard part is you gotta get over that. First, five, seven, maybe 10 years. Then like the chess board with the rice, you know, compounding starts to kick in. And we use survivorship bias a lot. Not only you know, in our industry in terms of investments, but I think we use it. When you look at advisors, I think there's a lot of, I. Smart people, ambitious people, hardworking people that didn't make it in this business 'cause they weren't willing to give the time. It wasn't that they weren't capable, but they didn't put the time in. I think you have to be prepared that it is a big journey and it is a long journey, but it could be a very rewarding one if, if you're willing to take the time and allow the years to compound.
Wai-Ke: Seems simple, but not necessarily easy to do, to be so patient.
Chad: Well, simple is a great philosophy in this business, as we've said a few times on this podcast, and I think too many times people get caught up in, in, in the sophisticated, maybe sophisticated is the wrong word, but the complicated, fancy, shiny thought of the day and. You need to build a business. Focus on the simple tasks. Do the simple tasks really well, and do them for a long period of time. That even goes for people that have been in the business for 20 or 30 years. If you need to reinvent yourself, I guarantee it that you can look at yourself and look at your business and say, I lost track of doing the simple things. Was this fancy thing that I started sending out to clients, or I was doing this, or I got distracted by this, but go back. And do the simple things, and you might be surprised.
Wai-Ke: like picking up the phone and calling your clients.
Chad: That'd be a very simple thing. Again, it's not easy, but it's simple.
Wai-Ke: Thank you so much for joining us today, Chad. I've really valued our conversation and it's been really interesting to hear your perspectives on practice management.
Trish: Thanks to all our listeners for tuning in today. See you next time.
Chad: Thank you very much.

Narrator:
Thanks for tuning into The Advisor Delta™! We hope you found today’s episode valuable to supporting your practice. For more episodes and insights, don’t forget to subscribe and visit us at www.worldsourcewealth.com. And remember, together, we can take your practice to the NextLevel™. Until next time!
Worldsource Financial Management Inc. (a mutual fund dealer) and Worldsource Securities Inc. (an investment dealer), are divisions of Worldsource Group of Companies Inc., operating as Worldsource Wealth Management. The views and opinions expressed in this podcast are those of the participants only. This podcast is for informational purposes only and does not constitute financial, legal, or professional advice. Listeners are encouraged to seek professional guidance for their specific needs. Worldsource Wealth Management does not endorse any products, services, or companies mentioned in this episode.