So, again, for some of you who haven't met me already, my name is Pharoah Calix. I'm on the planning committee, and I'd like to introduce Gretchen Halpin. Gretchen is the co-founder of Beyond AUM, a growth, marketing, and technology agency that specializes in serving financial advisory firms. Her primary focus is to accelerate and guide organizational growth in a positive, sustainable way. So, we're talking about growing, so growth is what she does, so let's pay special attention to that, right? Gretchen is presenting Reaching New Heights, a client-centric approach to strategic growth. So, let's join me in welcoming Gretchen. Thank you. Hi everyone. Thanks so much for coming. I know I'm the last thing between you and a cocktail, and I'm sure every presenter in this time period just said the exact same thing, so really appreciate you guys being here today and attending the session. As I was introduced, my name is Gretchen Halpin. I'm co-founder of Beyond AUM, and a little background on me that might give you some perspective into how I see things, the way we'll discuss. I never thought in my wildest dreams that I would be in the financial space, ever. My background is in technology. Not to date myself, but I worked in Silicon Valley during the internet boom, when the internet was just taking off. One of my biggest regrets in life was not taking that receptionist job at a little three-person firm called Yahoo. My kids keep throwing that in my face, and I keep telling them, well, you wouldn't exist if I had stayed in the Valley. I got into the financial advisory space in kind of a roundabout way. When the internet imploded on itself for the second time, I was nine months pregnant, and I said, enough. I can't deal with this stress anymore. When I did what any normal person would do, I started an all-natural aromatherapy product line business from my laundry room. That business took over the next 10 years of my life. I launched over 50 SKUs, distributed internationally, launched a spa brand in the city of Chicago, and then I said, well, that was fun, but this isn't what I want to do every day. I don't want to run a business. It was fun developing and growing a business. Right about that time, a friend of mine from Silicon Valley, well, he showed up on my LinkedIn, and I sent him a little note, hey, if you're ever in Chicago, let's get together, and he said, well, I'll be there next week. That's how my financial advisory world opened up. He had an RIA out of San Francisco, and we started talking, and I eventually started consulting for his firm, and I helped grow that firm from $1 billion to $6 billion over a four-year period. I found a lot of pride in that. I was new in the industry. I was three, four years in, and I just thought, wow, that kind of growth, that's fantastic. Then the more time I spent, eventually I became their chief strategy officer, and the more time I spent in the industry, outside of that one RIA, going to conferences like this, meeting other advisors, finding out more about what you guys do every day, I realized there was so much more to what you do besides an AUM number. What our firm does is help advisory firms grow and add value beyond that AUM number, hence the name of our firm. To add to that, my co-founder and I both were raised in single-mom households, and we saw firsthand the detriment that not having that financial advice can have on a family. One day, AUM became a passion for us because we really want advisors, fiduciary financial advisors, to succeed because the more clients that you reach, whether they are pro bono clients or the super mega high-worth clients, all of those clients, the advice that you give can have an impact on the communities and the families that they're a part of. I applaud you for that. That's my big introduction to say, you guys are awesome. Let's dig into why we're here today. I'm terrible with clickers, so I got it. The first and most important thing you can do as a financial advisor or someone who has either a long-time practice or a new practice is really think about, what is the value that I'm bringing to my clients? We're going to talk about what it means to develop and refine your value proposition in a client-centric way that generates real results and inspires your ideal client. We're going to learn how to self-assess your strengths and gaps when it comes to modern marketing and uncover solutions to address them. We're going to look at and discover how to evaluate shifts in the marketplace and the different expectations that multi-generational clients have as you try to address their needs in the way that feels good to them. Then we're going to understand and try to put into some tactical actions what it means to implement a client-centric approach to your business. I know most of you say, well, I'm client-centric. All I care about is my clients. Of course you do. But what we're going to look at is your business from your client's eyes. We know you're a fiduciary advisor. We know that you are serving your clients to their best interest. That's not what I mean when I say a client-centric approach. What I mean by a client-centric approach is that you're really looking at everything in your business from a client's perspective. When you're making decisions about your business based on their perspective, you will see growth, but you'll also see efficiencies and profitability that come built into that growth. That's what we mean by healthy growth. Starting with your value proposition, before you even get started with that, you need to understand three things. You need to understand your clients, your service offering, and your competition from your client's or prospective client's view. I don't mean the surface-level understanding. We're going to dig deep, and I'm going to try to teach you guys how to dig deep on this so you can take it back to your practices and really put it into action. This idea came to me because a Harvard professor, Gerald Zaltman, I read his book, How Customers Think, Essential Insights into the Mind of the Markets. What he reveals is a deeper understanding outside of demographics and how people go through the decision-making and engagement process. I know many advisors hold fee compression as something that advisors say is a big problem. They've been talking about it for five or more years, about fee compression. But the truth of the matter is that even though people may look up information about your fees, what's going to drive their decision is really going to be around emotions. In his book, he states a study where people who had the part of their brain that created emotions, when that was removed, they were literally unable to make decisions. As logical as you think that your clients are, a lot of their decision-making, they might look at the facts. They might look at all of that great data that you provide to them. But ultimately, there's something behind that data, emotions, purpose, values, family connections. All of those things are going to really drive their decision-making. I've been sitting in a couple of other sessions, and I've heard this a couple of times now. You really need to think or get in the mindset of your client to be able to serve them effectively, and that is absolutely true. We're going to be looking at that same concept, but from a growth perspective. Okay, I know many of you know all about personas. People have talked about personas in this industry for over a decade, how to use personas. What ends up happening is we create these generalized labels on our clients. I serve women in transition. I serve retirees. I serve doctors. I serve dentists. That's okay. I mean, that's a very high-level bucket, but what we're missing is that deeper understanding of what's behind that person. Many firms create these personas, and there's nothing wrong with this. This is a great place to start, and we're going to start here today. What you want to do is think about what are the other attributes around these people that make the best clients. It might not be a label on their profession. It might be something completely different. If you think about it, you're a financial advisor, but you're a lot of other things, too. We all live multidimensional lives. Creating personas isn't something that you do at the annual meeting, your planning meeting, or you do when you're getting ready to launch your business, and then you kind of put it in a drawer, and it's on your website. I serve women in transition, or I serve business owners, and then you kind of put it away. This is something you're going to use whenever you're making a decision about your business. What technology should I be using? What services should I be providing? What COIs should I have? Where should I market? What should my website look like? What kind of images should I have? Should I be on this social channel or this social channel? All of those decisions should be made from the client's perspective or potential client's perspective. I'm going to pause here and challenge you. If you have something to write with, I'm going to challenge you to take a second to think about who your favorite three clients are and just jot down their first name, three clients across in columns, and we're going to build on this. This is the client you wish you could replicate. This is the client you love when they call, you don't cringe. This is the client that feeds you and you're like, yes, I serve them well and I'm feeling good and now I'm taking my wife out dancing versus going home and falling on the couch and telling everyone to get away from you. I have both those types of clients, too. Now, underneath their name, write down the label that you might assign to them as the slide says. How might you label them? Are they a retiree? Are they a doctor? Now I want you to add more personal attributes to those particular people. Are they active in their communities? Do they volunteer? Are they a Boy Scout leader? Do they invest in startup businesses? What are those attributes outside of it? Do they have a big family? Do they have legacy planning? So I'll give you guys a minute to do that. Anybody want to share what you have so far? Sure. So Doug, what is he doing? Sorry. He's a retired executive. He puts his family first. What was the other one? Very health conscious. So he wants a balanced life. He wants to have both the work and the enjoyment in his life. We're going to come back to Doug. Thank you for that. Okay. Now let's think about the three people that you wrote and dive deeper into each of them. This is a great chart that you should, you know, when this presentation will be distributed, use this chart to think about your ideal client. And when I say your ideal client, I want you to replicate the three people that are on your paper, right? And you can build them into a persona. Some of our clients actually use their client's first name to be the persona. You know Doug. Everyone can relate because they know Doug, right? So let's look at Jennifer. She's a pretty typical persona we see, a woman in transition. As you can see under Jennifer's pictures, we have a lot of defined, some attributes that are common to this client type. We'll call her Jennifer's for today. And an easy way to get to these attributes is to really think about how you would describe a friend or a colleague. And so, you know, I think about one of my colleagues and I think, you know, Ashley's awesome. You know, she is young. She's a powerhouse. She's making changes in the industry for women. She's a real go-getter. I'm going to introduce her to a lot of people. That's how you should be thinking about the description of your client. Now, she surrounds herself with like-minded people. So wouldn't it be great to reach those like-minded people through and with Jennifer to create more Jennifers in your practice? So when you think about true understanding about Jennifer's life, you want to look at the areas there on the left and think about what those things are. So influencers. What do I mean by that? Jennifer's suddenly single. She's likely not going to go to her ex-husband for advice, but she's going to go to her friend. She's going to go to her mom or dad. She might go to a professional peer group. She might have a therapist she goes to. Her community. Where is she spending her time? She's serving on boards. It doesn't have to be a particular board. Maybe she's active in her church. She's spending a lot of time with her family, like Doug. Dependencies are things that she doesn't have control over. And so let's say if I was Jennifer, I'm a Gen X woman. I'm married. We'll pretend like I'm not. Don't tell my husband. I have no control over his health. Well, I still don't. I still don't have control over my husband's health. I don't have control over how my parents manage their finances. These are real things, by the way. I had little control over the universities my sons picked. But each of those things have a very direct impact on my financial wellness as an individual. And so that's something that's really important to understand. If you think about Gen X women, let's say I'm a Gen X breadwinner woman. I have a 50% or more likelihood that I'll be divorced or suddenly single. There's a high percentage that I may be widowed. Hopefully not, but there's a high percentage. I'm sandwiched between my college-age kids and my elderly parents. I'm at the peak of my earning career, thank goodness. And I don't have control over those things. And that's pretty typical. Any Gen X woman, those are very basic attributes that you might get that you need to consider. Whether I'm an executive or going into retirement or two days away from retirement, wouldn't that be great? I wouldn't be here, though, which wouldn't be so great. So I want you to look at your paper and, obviously, peers. So peers can be not only their friends. Everyone has friends. But what kind of associations are they a part of? Where are they spending their time networking for their own careers? Those types of people would be under peers. So when you're building out your persona, you want to go through each of these areas for your target person. Now, I have you list three there. If you have one awesome client that you wish you had 100 of, use that one. You don't want to try to do this with every client, because we all know that people have differences. But if you look at your client base, the ones that you really love working with, I bet you'll see a lot of similarities. And those are the similarities that you want to be aware of. So you can build on those three clients that you've listed from today and build out this matrix around some of the things in their lives. Now, once you know what those areas are, you want to think about, how much do I really understand about each of those areas? And you can increase those areas if you want. You can change them. The key is, keep the structure. The structure is important. And you definitely want community, peers, influencers, dependencies, those four. As you dig into this, you can score, OK, well, I really understand Jennifer's influencers. I know who she's going to talk to for advice. But her community, she's been a client five years. I have no idea how she's spending her time outside of her work. When you do this, you begin to see where you have gaps in your understanding. And you can use that as opportunities to build tactics in your business that create more value in those areas. Thank you. Any questions on that? Yes? Can you give an example of that, tactics in your business? Yeah, absolutely. OK, let's take this example. We understand her dependencies. We know she's, you know, things she can't control. She can't control her parents' health, let's say. OK, we know those things. So what we might do is, when we're doing her financial planning or when we have meetings with her, we make sure to discuss this with her and provide to her plan A, B, or C if these things happen that she doesn't have control of. So you're protecting her that way. Community, you don't understand her community. Let's say she's been a client for four years. How do you say, OK, how do I fill that gap to understanding her community? Be authentic. Hey, Jennifer, you've been a client for five years. You know, I know you work in XYZ. Are you part of any organizations or associations? Like, are you on a board? Or, you know, dig in and be curious about Jennifer's life. So that community piece, that should be on every client agenda, right? If you think that your understanding of the communities in your client base is not great, add it to the agenda. Hey, let's talk about this. You don't have to give them the whole, I'm creating personas. And, you know, I mean, you guys are all naturally curious, or you wouldn't be in this field. So, you know, take those gaps and just ask. Have that conversation. The information you get out of that conversation will inform, and we'll talk about this more later, how you're spending your time on business development, how you're communicating information that that community might be interested in hearing. Ultimately, everything you do, you want to add value. The only way you can add value is to have understanding. OK. So we know that humans are driven by feelings, emotions. They're also driven by feelings of self-worth, status in the world. Communication develops connections to friends, families, and community. So using the information we know, I'm going to keep using Jennifer, because it's just easier, and I can't think of another name. The more information we know about Jennifer, the more we can connect to what Jennifer connects to. So I know as business owners, we focus on the services that we offer. But making it clear how those services connect and add value to the pieces that are most important to your client's life is going to really add more value to your business, because they're going to feel like you have a true understanding of them, which in turn gives them the confidence to talk about what you do and their understanding of what you do, which in turn provides referral sources for you or other avenues where you can add value. I'm just going to go on a little rant about referral sources. There's so many ways out there where you can get referrals. You can get referrals if you only do this. Make sure to ask all of those things that we hear in the industry. And my belief is that the single best way that you can get a referral is to provide value that your client appreciates and that they appreciates and understands. If you do that, they will refer. You don't have to ask. OK, let's look at unique value proposition. As you write your value proposition, and you guys can jot this down as well, you want to list three problems that you solve for the client. Often, advisors will write down what they do. Where do I add value? A client is not thinking, well, they do retirement planning. That's the value, the retirement plan. You know how many things that could mean for a client? They're doing a retirement plan for me? So you really need to think about, in this particular instance, the dental community. I like using examples. So if we look at the dental community and say, what are the three things where I can really add value to this community? Debt reduction, we know dentists are getting out, lots of debt, business capitalization, and long-term value and succession. You're basically supporting them through the lifecycle of their business, because their business is so interconnected with their personal lives. What do they value most? They don't value the debt reduction. They don't value the business capitalization. They don't value the long-term value. But the outcome of those things, they definitely value. So they value the confident delegation. They want to know, you understand their industry? They're going to be OK. They don't have time to think about this. They're growing and running a practice. Proactive planning, again, they're growing and running a practice. They want to know they can count on you to think for them, and they can count on you for that long-term outlook. Those are the things that they value. So from a client's perspective, then, you start to articulate who you serve and the value you bring to them. Now, in this particular instance, we're talking specifically about the dental community. You can niche. You can not niche. That's up to you. That's up to you. But your ideal clients, those common perspectives in those clients, that's your target market, whether they're exactly the same niche, whether you narrow, really focus, that's up to you. So as we look at some examples of a unique value proposition, example number one, this is on the dental community. ABC Firm serves leaders in the dental community. We understand the distinct needs of this business sector. You're saying, that's the number one value that you get from me. I understand your business. Utilizing debt reduction plans, business capitalization, and financial and investment planning, we partner with our clients to maintain a long-term focus, practice proactive planning strategies, and free their time to focus on what matters most. In this one value proposition, we're telling them what's different about us. We're telling them the most valued things we can do for them, because we understand their business. And we're giving them confidence and freedom to focus on the things that are most important to them, their families and their practice, in this instance. OK, well, what if you don't have a niche like dentist? I'm glad you asked. XYZ Wealth Management works with legacy builders, women of influence, and entrepreneurs and executives who value our advanced planning process and commitment to customize service and attention. You're saying who you work with. You're helping them self-identify. Or basically saying to them, we know you have a complex financial situation. Like, this isn't easy stuff. And one of the biggest things in each of these sectors is that they want confident delegation. So this enables our clients to feel confident and anxiety free about their ability to thrive financially and beyond retirement. And then just for kicks and giggles and some shameless self-promotion, Beyond AUM works with financial advisors to accelerate their success in areas that drive growth and profitability while enhancing the value of their client experience. We work to increase the value of your business beyond an AUM number. This is really important to my co-founder and I. We always come back to this because we really feel passionate about our mission to make sure that as many people in this world gets fiduciary financial advice. So this is our value proposition. And we use it all the time with our team. OK, so now, once you know who you serve, once you know what value you bring, what makes you different, and how to articulate it, it will direct your messaging, your offering, your focused business development, and your target market and your target referrals. And we'll jump into how to really look at that and kind of break it down into actionable steps for you. So this is a pretty typical client journey. And when we call, we start a client journey before they're a client. So the messaging, the awareness piece, that's all in the prospecting phase, right? For all you analytical minds out there, the dots mean nothing other than they're dots. Size does not matter with these dots. We're going to take each of the people we discussed, including Doug, and talk about how we might look at these things differently. So let's start with COIs and communities. Jennifer, she might have a community of women that she meets with every month. Maybe she has a book club. Let's do a book club. I'm totally winging it here. So Jennifer has a book club, right? Our dentist, his communities are the Dental Association, his alumni group, and Doug. What did Doug do again? He's a retiree, right? Do you know his hobby? Fishing and golf. All right. Let's say Doug, he's probably part of a men's golf league. My husband is, so if you're a golfer, part of that golf league, it's a bunch of retired executives are in that golf league. Each of those ideal clients, you can have each one of those ideal clients. Let's say you have those three people in your client base, and those are the people you want to attract. Where should you be spending time building relationships? Lucky you, you get to golf every Friday. Golfing, you're going to these dental association meetings and you're adding value through your financial planning experience and advice. Maybe you're serving on the board of the local dental group that you can bring information to. Maybe you're acting as a treasurer in that group. With Jennifer, maybe you are spending time at a conference around divorce or how to manage a client through mediation. In each one of those situations, you're not spending your time at the Rotary Club. You're not spending your time at the Chamber of Commerce. You're not spending your time taking five CPAs out to lunch. You are spending your time in ways that you can give value and receive value back that are very specific to your ideal client target. Let's move on to onboarding. That's a fun one. So onboarding, let's connect that one to technology. If you look at all three of your client types, Jennifer's a Gen X. She's comfortable with technology. Even before COVID, she would prefer a Zoom call. She wants to do DocuSign. Talk to me as little as possible. Just give me the information I need. I trust you. I've delegated to you. Your onboarding process with Jennifer might look a lot different than your onboarding. We're going to say that Doug's 70, OK? 70 or 80. We'll make him 75. Your onboarding process with Doug might look very different. You might use the same technology, but instead of just saying, hey, take it and run, you're going to add in your onboarding process a 10-minute tutorial on how this is going to work. And you're going to get them set up so that there's no frustration or friction points. You might decide that the technology that you wanted to use for efficiencies is just not working for the client, because ultimately, they're going to call you 10 times, and it's not really as efficient as you thought it was going to be. So thinking about your onboarding process from your client's perspective, even if it doesn't seem like it's going to be as efficient for you, it definitely will be in the long run. Knowledge sharing. Back to Jennifer. Jennifer is part of a book club. She's got a lot of executive women that she meets with once a month and talks about a book. Wouldn't it be great if you could share a book about women and money in her book club and have a conversation about that? That's knowledge sharing. Wouldn't it be great if you could host a webinar to our dentist and invite people who are part of the dental association to learn about what it means to have your business capitalized for new equipment as times are changing? Knowledge sharing. You could even partner with a COI on that. Two birds with one stone. So what's really important here is that you know your value. I'm going to keep repeating. You know your ideal client. You review this journey dot by dot and say, what am I doing well? I'm sure you're doing something well, or Jennifer or Doug wouldn't be your client, right? What do I need to work on? Where are there opportunities to improve on from a client's perspective? And what am I going to be doing over the course of the next year to make sure that I'm moving my business further and further and further into a client-centric approach? OK? You can do that simply through a SWOT. We all know how to do that through a SWOT. So this is an actual client SWOT that we went through. And you'll see this up when the presentation is shared. But what I want to point out, I'm watching the time here. What I want to point out is that the opportunities and weaknesses, normally the weaknesses present opportunities. When you identify your weaknesses, look at what are easy changes I can do to change these from weaknesses to opportunities and put that into your planning. OK? So I encourage each of you, if you've done SWOT analysis before, great. Pull out the old SWOT analysis that you have and say, how might I judge myself differently from Doug's perspective? Right? You'll see lots of differences there if you have that true understanding. Sometimes we like to kid ourselves, but you know. I have a partner to kind of pull me back into reality. So hopefully you guys all have that gut check person in your lives as well. So these are all of the different areas of your business planning that you can do or review from a client's perspective. Look at your vision, mission, and values. Do they reflect your ideal client? We talked about value proposition. We talked about your client experience. We talked about business development, COIs. Literally every aspect of your business can be improved and streamlined, which creates growth and profitability, but also creates, we've seen proven in our clients time and time again, growth in referrals and growth in inbound business development. Because people don't want to buy a service. You guys are fee only financial advisors because you don't want to sell a product. Sales is a nasty word. But the truth of the matter is the more people you reach, the more people who have a true understanding of what you do, the more people you can help. And that's why you guys are all in this room. So I recommend these high level planning activities for every advisory firm. Make sure you have your guiding focus. Revisit it. Make sure it's in place. Look at what your top priorities are through the lens of your ideal client. And then break those down into actionable steps. What we typically recommend is three big goals a year. And then whether you're a solo advisor or you have an ensemble firm, breaking down what needs to happen and by whom in order for us to incrementally move closer to those goals. And so as you leave here today, I hope one of your goals is to assess your planning and assess your client experience and assess your business development activities from your ideal client's perspective. So I will stop there. Well, we already talked about this. I'll leave it up for a moment. And see if any of you have any questions or examples that maybe you can throw at me that I can answer. All right. Then you all get to buy me a drink at cocktail hour. Oh, wait, we do have a question. Gretchen, you used this to go from 1 to 6 billion in four years? Yeah, that was all organic growth. So no acquisitions, no mergers and acquisitions. This particular RIA was partnered with a CPA firm. And they were only getting about 2% of their referrals from the CPA firm. I know that's not an uncommon thing, a low percentage from a CPA firm. And so part of my mission as their chief strategy officer was to make sure that the accountants understood the value that the financial advisory firm brought through our content strategies and a lot, a lot, a lot of training. That moved up to a big 20% of our referrals came from our CPA firm. But the rest of it was organic growth. And that organic growth came through doubling our client referrals. And all of it came through that understanding of your client experience. And I really took the concept behind this from software developers. When you go through a software development, you go through a user experience process. And it kind of takes your ego out of it when you do that, because what you think is awesome and brilliant doesn't make any sense if people don't know where to click. And so you have to get into the mind of the user, in our case, the mind of the client, to think about what are those common attributes that you can add value to quickly without friction so that they get that reward. Let's think about likes. They get that reward. We always like that. They get it right away. They're able to share it. That makes everyone feel good. A lot of our clients are seeing huge spikes in their client referrals because they write an article that they know is going to speak directly to that client base and add value. And then those things are being shared. So a lot of that comes through just the win-win situation. This is good for you. This is good for me. Yes? Yeah, how do we as an advisor know what the client's thinking of the other side of the table? Do you encourage scope of communication or survey? Or how do you find out what the client's thinking? So the first step, and we started it here, was who is that client you want to replicate? You can't do this with every single client. But there's going to be attributes across your client base of, these are the clients we love. These are the clients that drain all of our energy. So the clients you love, if you go through that understanding matrix, influencers, communities, et cetera, et cetera, those things will inform what you should be writing about, what language should be on your website. Even something as simple as, wow, the pictures on my website don't really reflect anything about the clients I serve. You literally could break it down to every single aspect of your business. When people are feeling understood and valued, they have a much stronger commitment to you as an advisor. Does that help? OK. Yes? I think you got my attention, too. Your AUM buildup, even though it's beyond AUM. But $1 to $6 million is really something. So was some of that with your whole unique value proposition displayed on your website, like who you are as a firm, and then therefore attracting new business to the web? So I think the question was, how do you use your value proposition on your website? OK. Well, through messaging, right? Whether you're writing that messaging yourself or you have someone writing it for you, your value proposition should be indicated throughout. So let me see if I can figure out how to go back here. Nope. They always make fun of me, because I don't actually read my notes. Let's see. Slide show. OK. I got it. Thank you. So in this particular instance, this website should be front and center, obviously, dental community imagery, right? But it also should talk about the community in a way that they feel valued. So you are a fiduciary financial advisor, which is important. But more importantly to them, when they're going to your website, is that you understand what you do. So in this particular instance, a messaging on a website could be, we've served the dental community for over 10 years. And we understand the blah, blah, blah, blah, blah, blah, about their practice lifecycle and their business, right? So right there, you're not writing your value proposition verbatim, but you're working it into the messaging around the value that you understand the distinct needs of this community. And you continue to talk about your understanding through the things you write about, through the topics that maybe you address in the blog, through events you might host. And so you start building on that credibility that you truly do understand the dental community versus, we do financial planning for dentists. There's a big difference there. Does that help? Yeah, and did that, in your experience, that website design and speaking to that differentiator, did that result in more calls from people who saw you on the web? Absolutely. I mean, I'm at the risk of getting too technical here. I mean, there's on-page messaging. That's what people are reading. But there's also search engine optimization behind your website, where you put in keywords that help you move up in your search. When someone searches financial advisors for dentists, that your website's going to come up further on that. But even beyond what's on your static site, the topics you write about in your blogs will also reflect that in a search engine. So if you only write one blog that you actually include in the text, the dental community, or dentist, or whatever that is, the more that you incorporate that, instead of saying, our clients, you say, the dentists we serve, it's a subtle difference. But it makes a huge difference in all of the algorithms that I'm scared to know about. That's what my co-founder's for. That's what he does. Any other questions? Well, thanks, you guys. I have business cards up here. If you have any direct questions you want to ask me, I'll be up here after the session. And I'll see you for a cocktail. Thank you. The workbook, that includes all of the worksheets that I talked about. If you go to this website, beyondaum.com slash NAPA2021, you can download the workbook. And we promise not to sell it. So if you're interested in that, you can download it. And if you're interested in the workbook, you can go to beyondaum.com slash NAPA2021. And we promise not to sell it. So if you go to beyondaum.com slash NAPA2021, we promise not to spam you. OK? Thank you.

Gretchen Halpin

Beyond AUM

growth

marketing

technology agency

client-centric approach

fiduciary financial advice

SWOT analysis

client experience