John Corcoran: 07:37
So did he have it? Is this what inspired you to go into helping others with managing their money? Because there’s also a flip side to this story. There was kind of a negative element to it as well, in that he didn’t really have someone who he trusted and who gave him good guidance. You want to talk about that side of it?
Rich Schuette: 07:58
Yeah. So well, the good side of it is what got me interested in the business and why I’m doing it. And the bad side of it is why I’m doing it the way I am doing it. The good side. I was in seventh grade.
He took me down. He’s like, you got to meet my broker. You got to meet my broker. You understand? My grandfather was like, the biggest personality in the room, right? He was that guy that you walk into a room and everyone will gravitate towards, right?
John Corcoran: 08:18
They want all the oxygen to go towards him. Yeah.
Rich Schuette: 08:21
Oh my God, I wish that I had an ounce of that. It was incredible. Yeah. And I’d never seen my grandfather in my entire life up to that point in seventh grade ever look up to anybody. But when he introduced me to his stock broker at Dean Witter, it’s like I could see the admiration that he had for this man.
And just in how he addressed him and how he interacted with them and how he introduced me. And I looked at that as a seventh grade kid going, I want to do that right. I want to do something that gets his attention the way this guy gets it, as opposed to everyone giving him theirs.
John Corcoran: 08:55
Yeah. And talk a little bit about also the fact that this money wasn’t all that invested all that well and why that happened.
Rich Schuette: 09:04
So yeah, that’s the downside of it. And it’s why I do my business the way I do it today, and it’s why I work only with entrepreneurs is because I have an understanding of what that’s actually like from living it firsthand. You know, as an entrepreneur, you know full well that and I can say this too, because I am, you know, we’re we’re big personalities, we’re Type-A people. We’re driven. We know everything about everything, right?
Because we’re forced to just to simply stay in business. And that was my grandfather, right? It’s like, you know, so it was really hard to tell him what was right. He had preconceived ideas of what he needed to do, what he needed to sell, what he needed to buy. How much of it you know.
And so he was basically paying a guy to take his advice as opposed to the guy giving him advice. And again, you know, while he was savvy in terms of, you know, stumbling into this incredible business deal that made him a lot of money, you know, running two businesses he didn’t know, you know, anything about actually investing that money. Right. Even that investment that he made in that little startup company wasn’t made as an investment. It was made to help a guy that he believed in.
Right. So my grandfather would, you know, tell him, well, we’re going to do this whether it makes sense or not, and we’re going to do that. And whether it made sense or not, he would sell at the wrong times, buy the wrong things at the wrong time, and not put his portfolio in a way that was really working for him. And I saw that more so after I got in the business. The remnants of what this guy had done over the course of time, and not so much of what he did, it’s what he didn’t do.
It’s what he let my grandfather do. But when my grandfather retired, you know, he was worth in today’s dollars, you know, north of $30 million. Not a small net worth. When my grandmother drew her last breath at 94, we were inside of six months before I was going to have to start paying her monthly expenses. Wow.
John Corcoran: 11:00
So it all dwindled down. Has it all been spent?
Rich Schuette: 11:04
Yeah. And again, not through any fault of the advice that he was getting, but it was really the fault of the lack of advice. It was. It was. He had hired a yes man. Right. He had hired somebody that, you know. Oh, absolutely. You know. Oh.
You bet. You know, we’ll do that, but never shared with them the consequences or actually had the courage or the personality to stand up to him. He was more concerned about losing him as a client than he was in doing the right thing.
John Corcoran: 11:27
So painful. So then reflect or we’re going to be skipping over some things here, but maybe I’ll get back to this question. I want to know what your approach is now. Being in that place of advisor to other companies. What do you do when you are faced with someone like that, a client like that, or maybe you don’t take them in the first place.
But before we get to that, at some point. So you knew from a young age that you wanted to be an advisor like this to entrepreneurs, to give them that strategic advice, to guide them so that they don’t end up spending their entire nest egg. But at some point someone said, well, actually, if you want to do that, you should go into sales. And so you had a multi year detour about five years where you’re selling copiers.
Rich Schuette: 12:13
Of all things. Right?
John Corcoran: 12:14
Yeah.
Rich Schuette: 12:14
Copiers I, I got out of college. You know, the first thing I did is I went to all the, all the traditional names, you know, in the business because this is what I wanted to do. And, you know, all of them were like, yeah, it’s great. You know, we’re going to pay you and you’re going to go to New York and we’re going to sit you there for a few months. You’re going to study for your licenses, and you’re going to take them, and it’s going to be great.
And it’s a big party, super fun. And then you’re going to come back. And if you look over there, you know, there’s a phone bank. And underneath that phone bank is a stack of, you know, the white pages from, you know, every single zip code in all of Southern California. And then you’re going to go find clients.
But we’ll give you we’re excuse, we’re going to give you a head start. And while you’re out in New York, training for your life is we want you to write down every single one of these firms told me this. We want you to write down 100 names of the people closest to you that you think might have money, and those are going to be the first 100 calls you make and convince them to give you their money to go and run it. Excuse me. And I’m thinking to myself, it’s like, I don’t know what I’m doing.
And ultimately, you’re asking me to sell the people that matter to me. Yeah. And I had this epiphany. That’s not what I wanted. I don’t first of all, I don’t want to be in sales. I want to be in. I want to be an advisor. Yeah. I guess at that time, it was a stockbroker, right? The names have changed over the years.
But I want to do this. I don’t want to be a salesperson. And I realized that this was a sales job, and I’m like, I don’t want to do that, you know? So I took a job for a short period of time as just a W2 guy settling insurance claims. And I realized that’s not what I wanted to do, and I wanted to go back into this industry.
And as it turns out, the first person that I partnered with, partnered with in the business was just getting into it. And I was asking him, he was a personal friend of mine. I was asking him how he did it, and he’s like, look. He goes, you know, you can be the best advisor in the world, but if you can’t sell, you won’t have any clients to advise. So you’ve got to learn how to sell.
And he goes the way I did it. I sold office equipment. And I would suggest you do the same thing, because you’re not going to get better training in how to sell. And if you’re if you’re if you fail and if you can’t sell, it doesn’t matter, right? You’re just selling copiers. It’s not like you were selling somebody’s future.
True. So it’s a great place to wash out if you can’t do it. It’s a great place. If you can, that now, you can translate that information and that skill set into what you want to do. You know, in the industry that I’m now in.
John Corcoran: 14:30
Yeah. But the issue was you were pretty good at selling copiers because you got to a point where you’re making $160,000 a year selling copiers. So you end up doing it for a bunch of years.
Rich Schuette: 14:41
Yeah. You know, I wanted to do it for like a year or two max, you know, get the skill set and then move on. And after two years, I’m like, wait a minute, I’m 24 years old. I’m making 160,000 bucks a year. I’m winning trips all over the world for, you know, contests. And I’m like, well, this is not a bad gig, you know?
John Corcoran: 14:59
And yeah.
Rich Schuette: 15:01
It took me a few more years before I got up the courage to actually leave that behind and dip my toes into the job that I’m doing now.
John Corcoran: 15:07
Sometimes that happens, right? You get kind of like a golden handcuffs type of thing where opportunities, you know, come where you’re not expecting them.
Rich Schuette: 15:14
So it’s a fun, fun, fun detour.
John Corcoran: 15:16
So you go from that and then you finally get to managing money. You get to do wealth management or stock brokerage, maybe what was called at the time. And what were some of the struggles with the early days of getting into this industry since, you know, you had the experience as a kid knowing about it through your grandfather, but it’s sometimes something different when you enter the industry as a newbie.
Rich Schuette: 15:40
Yeah, I think one of the reasons why I wear this grey fluff on my face is that for me, when I did get into the business, you know, I looked like I was 12. And, you know, as far as challenges and I would say this for any young man especially, you know, getting out of school, it’s a genuine disadvantage. Right? I remember the first time I sat down with a meaningful client, and her question to me was like, why should I give you my money? You know, you’re younger than my kids.
Yeah. And like, well, actually I’m not, but yeah, because I knew that. But it was a tough question. Right. And that’s that way you get a lot of that right. There’s you know money people are. There’s probably a bigger emotional tie to money than there is anything else in our lives. Right. We’d like to think that that’s not the case. Right?
It’s our kids. It’s our spouses. It’s our hobby. And that that is true in terms of how we actually live our life, but how we actually behave around those things. My experience tells me that there’s nothing that’s more emotional to us than money, regardless of how we describe it or, or define it.
John Corcoran: 16:48
Yeah. Now, you actually started a couple different firms before you got to the model that you liked the most. Talk a little bit about what some of the previous models were and, and how you got to the, the finally the, the model that you like that you have with Avalan now.
Rich Schuette: 17:09
So, you know, I knew I always wanted to work with business owners, entrepreneurs because it’s just again, that’s just the cloth that I was cut from and it’s who I am. It’s actually who I resonate with. And I feel blessed that that’s the case. I get to work with some of my, you know, people I look up to the most. And people that become some of my closest friends.
So I knew what I wanted to do. But as you start out, you know you’ll do anything right. I remember the first appointment that I went on that I closed was a guy that was a maintenance guy, a maintenance worker for a local high school district. And he had me into his mobile home, where I’ve got my beautiful little sales brochure that I’m going through, and he’s got a toothless cat walking across the table. Like, over my presentation materials.
And finally tells me he’s like, oh, this is your lucky day. He says, I’m going to invest $50 a paycheck. You know, the thing that you’re describing. And it’s like, I’m going to be your client. And I’m like, and I was so fired up about that.
It was so amazing. Right? It’s like I got one, you know, and yeah. Do you do anything right? And so you spent time cutting your teeth learning, you know, before you tee up those other opportunities.
And in my first partnership, I wound up going into business with that guy that told me to sell copiers. And we had a lot of success together. It was a lot of fun. But, you know, as you’re chasing so many different things, you know, you start to become a slave to the machine. And maybe less, less interested in the client themselves, the client experience itself.
And we had brought in a third partner at one point to try and expand. And at that point I realized that I thought we had lost our way. Where, you know, the bottom line of the company was becoming more important than the relationship with the client. And it was just more than I could take. And we had a lot of disagreements about that.
And finally I was excited from the other two, and it gave me a chance to kind of reset. That’s when I got to Santa Barbara. I found another guy that needed some help, and we lightly partnered together. But it was really more of an expense sharing deal. It wasn’t really that we were in business together, it was about what happened in probably 2003 and in 2000, ten, 2008, actually, I had an opportunity to really work with the first real entrepreneur that I had met, and it was one of the coolest things ever.
And it’s interesting because my whole theory around, like, you know, people needing to stand up to these high, you know, high aid type personalities, I really believe that. And I operate at that. And I’m sitting with this guy who had sold his business for $1 billion. He had other things going on, including taxes and a bad advisor before him, that that’s not what he was left with that was investable, but he wound up splitting, you know, roughly $200 million between me and one other advisor, which, by the way, that other advisor now works for me is my chief investment officer.
John Corcoran: 19:59
So he kind of got both of them eventually.
Rich Schuette: 20:03
This guy was epic, right? And he had done some really cool things. And he actually reminded me a lot of my grandfather. I really cared about that guy a lot. And we did some cool things, you know, for a while.
And this is when I was with this guy, my second and then last partner. And we were sitting. I was kind of pitching him. I was taking him down to the city into a big boardroom to show him some of our traders and some of the things that we did. and we’re going down and we’re talking in the car. And he turns to me and he looks at me.
He’s like, you want to know why I hired you? And I’m like, yeah, I’d love to. That’s awesome. He’s like, because you’re the first person that didn’t kiss my ass. The first person that actually stood up to me and the crap that I was feeding you and stood your ground and held true to yourself and what you believed was right.
Nobody ever, ever is willing to do that to me. And I’m like, wow. It’s like I was right. This is what they need, right? It was an incredible, incredibly validating experience.
So I worked with them for a few years, and it was kind of at that point that I realized that I really wanted to do more of that and not the traditional everyday stuff. And it was at that point that Avalan was born. So I started working on opening that up in 2010, exited my my relationship with that other advisor that year, and then in April of 2011, hit the ground full speed with with the iteration that we are now, which, as I founded it, was, you know, solely to be an organization of financial services outfit that was that was basically for entrepreneurs by an entrepreneur. We’ve certainly morphed past that. Now I’ve got advisors that specialize in, you know, C level people and people that do a lot of intergenerational wealth kind of stuff. And, you know, we’re a very full service firm. But I’ve kept very true to working with business owners.
John Corcoran: 21:53
What is so keeping to this theme of being willing to stand up to the clients and being able to speak your mind and, you know, speak truth to power, so to speak. What’s the secret behind retaining the ability to do that? Is it diversifying your revenue so there isn’t one client that represents too much of your business revenue, or is it just sticking to your guns? Is there any kind of secret to, you know, maintaining that independence or whatever you want to call it, so that you’re always, you know, no matter what, going to speak up to them frankly.
Rich Schuette: 22:31
You know, I, I do the best that I can in my life to come from a place of integrity. And I’ve always found that if you start there, that the rest of the secrets don’t really matter quite as much, because you, you ultimately always find your true north, and it always seems to work out right one way or the other. Now, I will say along the way that diversification is important. That client that I was giving you that story about in 2000, later in 2011, after I started the firm, even though he had assured me that, you know, that I was his guy and we were going to keep working together, I founded the firm to be able to service him and others like him, and he was having a little bit of guilt from being an absent dad, you know, his entire life. And his kid was in his ear about needing to buy gold and do all this other stuff.
And so he came to me, he’s like, look, I want to keep working with you, but I want you to buy gold and. And I looked at him and I said, listen. I said, you know, you hired me to do exactly what I’m going to do right now. And so I weaved a little story to him and said, here’s what we’re going to do, because he wanted to own the gold. He didn’t want it held anywhere else.
He wanted to hold it like, where are you going to hold that much gold? He’s like, in my house. I’ve got a place. And I’m like, you realize how stupid that is? Okay, just call me stupid. I’m like, yeah. And so I said, I’ll buy you gold. I said, but here’s the deal. I said, it’s going to take 13 armored cars actually, to deliver this.
John Corcoran: 23:53
Oh, geez.
Rich Schuette: 23:54
Literally based on the weight. And I said, I want all 13 of them to come to your house. At the same time, I want to have a drone above, and I want to watch them converging on your house so I can actually. I want it to be kind of like that beauty and the beast scene where all the waiters come out and serve everybody. He’s like, you’re making fun of me right now, aren’t you? And I’m like, this is why you hired me, right?
Yeah, yeah. He goes, that’s why I’m going to fire you, too, because he wanted the gold. And so standing up to that principle, you know, it got me the job and it lost me the job. Yeah, it was to his own detriment, right? It was. It was terrible. He wound up losing half of his net worth in the short term. I don’t know, I don’t know if he kept it and wrote it out or not, but it was.
John Corcoran: 24:36
Was this? Was that a time when gold was, like, really hot and it, like, spiked in value too? Okay, so that’s why.
Rich Schuette: 24:43
All at the peak.
John Corcoran: 24:44
Wow.
Rich Schuette: 24:45
All the way down. So.
John Corcoran: 24:47
Oh, man.
Rich Schuette: 24:48
So, you know, it’s like, again, you know, you can stand up. It’s hard. Our industry as a whole. Right. We are. Yes. Men. We tell people what they want to hear, not what they need to hear. And it’s a really difficult thing as a business owner, right, to do that. Because oftentimes you’re extracting yourself from a situation that you want to be in where you know you can make a difference.
John Corcoran: 25:06
Yeah.
Rich Schuette: 25:07
So but I think that, you know, for me, given the experience I saw with my grandfather, the experience I had with this gentleman who I still care about dearly to this day, it’s like going back to that, living with your integrity. It’s like I couldn’t stand by and facilitate something that I knew would not be good for him just because.
John Corcoran: 25:26
Yeah.
Rich Schuette: 25:27
And, you know. So you live by the sword, you die by the sword. So yes, I did. I have learned that integrity matters, but diversifying, you know, casting a broader base of, you know, maybe not quite as big a clients is important too.
John Corcoran: 25:42
Is it a common thing? So you mentioned gold. Gold was hot for a period of time. There are these hot investments that come along, whether it’s, you know, Bitcoin or a company or Nvidia or whatever or stuff like that. Is that a lot of like you have to kind of play defense a lot with clients.
I guess it depends on the client. But do you have clients coming to you like, oh, I want to buy Nvidia because they’re seeing it on the news. They’re seeing it on the headlines. So is that, you know, it seems like a lot of your work might be like just playing defense. Like kind of like saying like, okay, calm down. You know, it’s in the headlines now because it’s super valuable, which means that you shouldn’t be buying it.
Rich Schuette: 26:17
Yeah, exactly. It’s like, you know, there’s this adage that was going around. I think Warren Buffett kind of coined it in a different phrase. And what I’m going to use, but especially like, excuse me, especially at the back end of the tech boom in the late 90s, you know, when you start getting stock advice from your gardener?
John Corcoran: 26:35
Yeah.
Rich Schuette: 26:35
You know, you know that maybe it’s a little bit long in the tooth, right?
John Corcoran: 26:39
Yeah.
Rich Schuette: 26:39
And that’s what’s happening. Right? We have media sources who are, you know, purporting to understand the markets when all they are are a bunch of journalism majors that, you know, really don’t know what they’re talking about, or they’re looking to sensationalize things. Right, and make a buck on the sensationalization. And we call that investment pornography, right?
It’s not, it’s not investing. But it’s an easy way because people again, you’re telling people what they want to hear, right? People want to hear that. You’ve got that. You’ve got that one idea, you’ve got that one trick.
And the truth of the matter is, if you do things, you know, in a purposeful and tactical way, A right. So I’m not suggesting that you go about the way a lot of our industry does it. You know, in terms of like, you know, you create these passive portfolios, right, that are basically you only you only trade them when they’re out of whack. So you’re actually fixing it after the damage has been done. You know, it’s like it’s not that it’s but our industry is made up of either that right where you’re never going to be outside of the market.
So you’re never going to get fired for underperforming because you’re just you’re being the market or you have the other side of it, you know, with that sensationalization right. You got to buy Bitcoin, you got to buy gold, you got to buy Nvidia, whatever it may be. And then, you know, being opportunistic about just getting the sale at whatever cost. And it’s really you know, we’ve really worked very hard to try and take those two, those two ends of the bookshelf and really try and squeeze it down to the middle, right where you’ve got components of both of those things. Right.
Because they can both work. But you have to be a little bit smarter on this side and a little bit more purposeful on the other, you know, and you can blend those things you wind up with. Those are ways that you can end up, you know, creating genuine alpha in an investment portfolio.
John Corcoran: 28:17
Do you find that there is a general you know, there’s been a lot of ups and downs between Covid and the great economic recession in 2008. And, you know, Bitcoin was created and some speculate because of distrust towards large financial institutions. Is that a challenge? Is that one of those challenges that you’ve had to deal with over the last 30 years? Is there trust in markets now or what is that relationship like for, for your clients?
Rich Schuette: 28:49
You know? Well, I can answer that question. I want to make sure I don’t get myself in too much trouble.
John Corcoran: 28:57
It was maybe a little too broad a question.
Rich Schuette: 28:59
Well, there’s always somebody that’s distrusting the market in some way, right? And I’ve found that more often than not, it winds up landing on where your political affiliations wind up being. Yeah. There’s a lot of people that are trusting the markets today that didn’t as recently as last year.
John Corcoran: 29:17
Yeah. Okay. Because of the change in political scenario. Yeah.
Rich Schuette: 29:21
There’s a lot of people that believed in the markets last year that have no trust in him this year.
John Corcoran: 29:25
Yeah. Interesting.
Rich Schuette: 29:26
And you know.
John Corcoran: 29:28
It’s funny because there are different things. There’s the financial markets and there’s political markets. They’re totally different.
Rich Schuette: 29:33
Doesn’t even matter. Right. It just, you know, we did a big study on, you know, the impact of elections, you know, in terms of where markets go. And there’s almost zero correlation as to what you can expect. But yet that’s kind of what we understand and what we know.
And that’s where, you know, we all live in our own echo chambers. Right. And so, you know, we listen to what resonates with us and then we respond accordingly. And so it doesn’t really matter what side of the aisle you’re on. I’ll be with you are on. But if it’s the other side that’s controlling things, you tend to be more skeptical of what’s happening.
John Corcoran: 30:03
Yeah. What about so you know, you’re not in a big town. Santa Barbara is a beautiful town, but it’s a town of about 100,000 people. Los Angeles, just down the coast. San Francisco, further up the coast, is much bigger.
You know, metro areas and you’re building, you know, a boutique company, you know, comparing that has to compete with the metros of the world, the Charles Schwab’s of the world. What has that been like building a smaller boutique company in a smaller town? And like, how have you kind of differentiated yourself?
Rich Schuette: 30:36
Santa Barbara is a genuine anomaly to the rest of the world.
John Corcoran: 30:39
By the way, Lots of wealth there. So that helps too. Yeah it.
Rich Schuette: 30:43
Does.
John Corcoran: 30:43
Yeah.
Rich Schuette: 30:44
Santa Barbara doesn’t trust people that aren’t Santa Barbara. You know, I’ve been here since 2000 and early, early 2003.
John Corcoran: 30:52
So in other words, you’re an outsider.
Rich Schuette: 30:54
I am still an outsider. A lot of the money that comes to Santa Barbara from outside of Santa Barbara keeps relationships with their, you know, their big city advisors. And then, you know, the others are looking for, you know, people that are Santa Barbara, right? But, you know, after 23 years of being here, 22 years of being here, you know, I’ve built the confidence of those around me. I’m a known entity here now, which is useful.
I spent a lot of time, you know, working with centers of influences, right. And building our business. So, you know, most of our business, if it doesn’t come from clients, existing clients, comes from the professionals that serve those clients have incredible relationships, you know, with with other financial services professionals, you know, be it CPAs or, you know, business transaction attorneys, trust and estates attorneys, things like that. That’s really how I built the Santa Barbara practice. I still have clients that have been legacy clients from when I was doing business in the Canal Valley.
And then people move, right. So, you know, while I started doing this, you know, just here in my little small neck of the woods. You know, we’ve got clients in over 30 states now. You know, as that happens, you meet, you meet additional professionals that are serving those clients where they’ve gone, and you start to build up opportunities there as well. So, you know, yes, we’re a boutique.
And yes, you know, we’re growing. Right. And it’s interesting because for us, we have built a platform that could serve literally 100 times the clients that we have. Now, I can’t support that. But the systems and the network can.
And so, you know, instead of going off like a lot of firms our size, when they decide they want to grow and go into different markets, they’ll go and acquire practices. It’s not something that we’ve ever wanted to do. Because again, going back into, you know, staying in line with one’s integrity, I don’t want our culture or our view of you to know how genuinely we are a client first organization. Like in every single aspect of it. And it’s easy to say that, but it’s like, you know, it’s true.
So we’re not. I don’t want to acquire a firm that has a different culture. You know, and then have to integrate that culture or change that culture. I have clients that are expecting different messaging. But what we’re doing is we’re slowly growing by acquiring people in the business. Like, I was right, you know, 25 years ago that they have proven that they can build a book.
But are looking for someone that can support them in their own markets. And so instead of going and buying practices, we’re looking at, you know, emerging advisors in different markets, Orange County, you know, Canal Valley, Silicon Valley. We’re looking at some folks in Texas right now and hopefully Chicago soon. And so we’re we’re we’re looking at growing this presence by being By finding like minded advisors that see the world as we do, that have clients like ours that can kind of roll up into something that can support them and allow them to to create their own footprint that’s larger in their own market as opposed to acquiring firms. That’s kind of how we’re addressing that.
John Corcoran: 34:24
Yeah. Well, Rich, this has been great. I know we’re almost out of time, so I’ll wrap up with my last question, which is my gratitude question. I’m a big fan of practicing gratitude and also giving our guests a little bit of space here at the end to acknowledge people that have helped them in their journey. You mentioned your grandfather. I’m sure there are others. Who would you want to shout out and thank for helping you in your journey?
Rich Schuette: 34:47
So I’ve given that some thought since you posed that to me. You know, when we first sat down today and that’s, you know, my grandfather is an obvious one, right? The amount of gratitude I hold for that man is beyond. You know, I, too, like to try and live in gratitude and gratitude for everything around me and the things that I get to do. And I thought about it, you know, and I’m a member of the Entrepreneurs’ Organization.
That’s where I met you. And I have a lot of gratitude for the people that I’ve met, you know, in that space for you, for example, for, you know, introducing me to this whole world. It’s incredible. And it’s been a lot of fun. But when I really think about where my greatest gratitude lies, it’s really with the relationships that I have with my clients.
I am tremendously grateful, not just for the living that I’m allowed to make for the people that I get to work with, but for the experiences that I get to share and the things that I get to learn, because there’s there’s not a single one of my clients that doesn’t teach me something along the way. You know, that’s outside of my realm of expertise. I feel like I’m so well rounded in this world in terms of the different types of businesses and industries and things that make everything go on around us. And the gratitude that I hold for every single one of my clients that have opened up their hearts, their minds, their worlds for me to be able to learn from. It’s something that’s really special to me, and I appreciate you allowing me to express that.
John Corcoran: 36:14
Yeah, yeah, that was great. Rich, where can people go to learn more about you, connect with you and learn more about Avalan?
Rich Schuette: 36:21
Yeah. Check us out at avalanwealth.com. That’s AVALANWealth.com. I think it’s a pretty comprehensive website. There’s a way to find us if you want to talk more.It’s kind of a fun place to kind of cruise through and see what we do. And yeah, it’s a great place to check out.
John Corcoran: 36:38
And also check out The Road Already Traveled podcast on your favorite podcast player. Rich, thanks so much for your time.
Rich Schuette: 36:45
John, thank you. I appreciate it a lot.
Outro: 36:49
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