Thank you for joining us for our webinar today. KPI's of running a successful advisory business. I'm joined today by Scott Leak, who's the Director of Business Development and Senior Consultant FP Transitions this material. We hosted this in Scott at our Ascent Conference. So wildly popular. Based upon the amount of attendees that we had to attend the session, we decided that we wanted to create this webinar. So many more of you could have an opportunity to learn from Scott. I've known Scott for, gosh, going on about 15 years now. He's one of the stronger leaders that I've ever met in this particular industry and he's a wealth of information on a lot of different things. But this particular topic is something that's going to be second nature to him. Scott. LED relationship management teams back when we were working together, and KPI's of course are a huge component of running a relationship management team, but also a gigantic component of running a successful practice. So with that, I'm going to hand the mic over Scott. Great. Thank you so much for that amazing intro. I feel feel like I can conquer the world after an introduction like that. So it's an honor to be here today. I'm I'm really excited to be working with Orion yet again. As Greg mentioned, I gave this presentation at at the conference earlier this year. It was it was a packed room and and I got a lot of great questions and feedback from it. So I hope this is really impactful content for for a lot of the advisors that are watching this. This this webinar and we're going to make a copy of this available to everyone as well. Afterwards we created a website for for everyone to be able to download this and and explore the various resources EPI Transitions has to offer. But for the most part today I really want this to be educational in nature and and not a advertisement. We all sit through enough of those that I really want this to be something that everyone gets some some practical tangible takeaways from this this presentation. So as Greg said, my name is Scott Leak, I'm the Director of Business Development and a Senior consultant with the FP Transitions. That's what I look like when I smile and you know FP Transitions is a company. We've been around since 1999. We've got over 60 employees and in a various departments in consulting we've got an M and a team. We've got a team of analysts that are filled with the you know. Highly designated individuals like CFA's, we've got a evaluation team which is staffed with certified valuation on this and certified business appraisers. And we're now doing over 1000 valuations a year. And a lot of the data and insights we're going to cover today are gleaned from all of that data that we have. There's over 15,000 valuations in the database and I will show you how that looks shortly here as well. And these are all things that lead us to have the insights that we have on the industry and on running successful advisory businesses and a lot of the consulting we do comes from these insights. Lastly, we've got a team of 10 attorneys on staff here that help us with a lot of the, the things that we need to do in terms of succession planning, continuity planning and writing all those documents and doing everything we need to do to to complete M and A transactions from start to finish, so whether an advisor. Comes to FP to help us buy or sell their business or whether buyers and sellers find each other. They can still come to FP transitions, leverage our legal expertise and get everything they need completed. But today, we're really going to focus on KPI's and there's a website we created there. So you can see FP transitions.com/orion or you can scan this QR code and get access to that site as well. I'll show this again at the end and you'll be able to download a copy of this presentation from that website. So what are KP I's? KP I's are key performance indicators and we came up with these clever 4 M's to help you remember the steps to successfully utilize KP I's in your business. So the first thing we need to do is we need to mark or track relevant metrics that reflect the health of your firm. Then after that you're going to measure them and ideally do so against a relevant benchmark. And then after that, you want to monitor the business and those KP I's periodically and over regular intervals. We recommend doing so at least annually. And then finally you want to master master them to maximize the equity value of your firm. So one of the great things about being an independent advisory firm is that these businesses respond exceptionally well to KP I's. And you can manage 2K PI's better than a lot of other industries can. So this is something that you've already got a leg up on and then additionally you got another leg up on your competitors and that you're here today, you're watching this webinar and you're trying to learn from from your own business and this is a very doable thing. Again, my hope is that you're going to walk away today with some insights and know what some what are some things you can do to to take action in your business. So when we talk about that first M of marking, let's talk about what some of those are. So regardless of which path you want for yourself, either running your business well or optimizing your equity, the value of your business starts here and that is those revenue strength KPI's. So I know what you're thinking. You're like, hey Scott, why do I need to learn all this? I can just use Google or chat GB T and figure it all out. And and and yeah, you know what you probably you probably could learn a little bit from those or you could outsource it to FP transitions and we certainly encourage that as well. But the the important point here is to understand the why behind the KPI's you want to use. And so that's one thing I want to focus on here, not just the what but the why behind it. So we start with tracking revenue strength KPI's again we do over 1000 valuations annually. And revenue strength is the principal component in determining the value of privately held financial services businesses. So at its most basic level, value lies in the household relationships and the revenue stream that they generate. So the analysis of this primary revenue driver or this value driver covers a broad array of metrics and the main focus is on the areas that you see here. So these are things like revenue production, cash flow quality. Pricing competitiveness and overall business efficiency. So these bullet points you see here are some good examples of revenue strength KPIs that if you're not measuring or marking today, you might want to do so. We use these in our benchmarking reports. So a number of advisors use FP transitions every year to do a valuation and also benchmark their firm against other firms of the same valuation. And so in that report and I'll give you an example of that later here. This term of revenue strength refers to the strength and the durability of your practice and the revenue sources and profit centers, again when benchmarked against similar practices of the same or or equal value. Next up is enterprise strength. So enterprise strength, this is more of the measurement of your physical and organizational structure which is going to support not only your growth but the enduring value of the practice. So in other words, what we're addressing here is the question, are the necessary people and resources in place and are they adequately and properly compensated in order to sustain, sustain efficient competitive growth rates well into the future and perhaps and ideally beyond the founders career. So you can think of enterprise strength factors as the engine for creating and supporting those revenue strengths that we just showed on the last slide. So without enterprise strength, it's difficult or sometimes even impossible to achieve sustained growth and longterm value appreciation. So your enterprise strength, when it's strong, your future growth is strong. So again, there's a lot of bullet points here. I'm not going to read through them all, but your enterprise strength, those things that make your business a business, these are things like you know, your occupancy costs, how much you're spending on marketing dollars and what that translates to into cost per new client. The number of employees you have, you know what is your household to employee ratio. These are some of those things that lead to enterprise strength within your organization and these are really important ones to mark as well. Now as your firm matures from being a sole proprietor to a practice to a full scale enterprise, the relevant KP I's are going to evolve as well. So if you look at that far left here that that sole proprietor slide. So these are going to be a little bit more basic KPI's. You're just looking at the things that are really driving the value in the business. And first and foremost it starts with revenue and then you want to look at things like how much of that revenue is recurring revenue versus transactional revenue, What is the recurring growth percentage. You know, these are some of the top things that when someone is looking to acquire another business, these are their top concerns. Is the business generating a lot of revenue, Is it recurring revenue and is it growing? So those are some of the key things you want to think about as a sole proprietor. Once you evolve to being a practice, maybe you're starting to add some employees, you're building some of that enterprise strength. Now we want to look at some things that get to be a little bit more sophisticated, like what's the client of Fluence, What's the expense percentage. Now you're starting to hopefully run this more like a business and you're thinking of things like profit margin. You're thinking of things like what's your profit per professional. So those are some of the KPI's you want to measure. Once you reach that kind of practice phase, then you've moved beyond just being a book of business for firms that go to that next stage of enterprise value where you've got multiple owners or partners in the business, You've got a team of associates. You're really starting to see maybe a C-Suite be developed within the organization. Now you want to start measuring things like your EBITDA. Your Ebok or your earnings before owner's compensation, your expense ratios, compensation ratios and then how much does it cost you to acquire a new client. So these are going to vary depending on where you're at in the stage of your business cycle and regardless of what stage your firm is in. A relatively universal guiding principle is you want to strive for these thirds. So we've got this. Rule of thumb here that we give advice on our when we're working with our advisors to think about the revenue in the business being divided into thirds. So you want to strive for having 1/3 of your revenue going towards compensation, particularly for professional employees this can go upwards of 40%, but really you want to be striving for the owners and any you know professionals that are bringing business in. To have 1/3 of the revenue going towards their compensation, then you want to have about 1/3 remaining. This is going to head towards your overhead. So all other things that are non revenue producing compensation, your occupancy costs, your technology costs, your marketing costs, all of those other things should be about 1/3 of the revenue as well. And those two really make up the bulk of what you're going to see in terms of expenses and if you can keep each of those at 1/3. What's left now is 1/3 for profits. These are usually paid out in in distributions quarterly. This is a tax advantageous thing to do. Ideally you want this to maybe hit 40% but that takes a lot of effort and it takes knowing these KPI's and hopefully again today learning some of these things that we're going to review this is going to help you boost those profits and and and knowing those KPI's is going to help you reach these rule of thirds in in your business. Now, we've talked a lot about the mark component, so let's move on to our second M, which is to measure. So we need to give KPI's context. It's one thing to perhaps know, for example, what did your firm spend to acquire a new client, but is that too much? Is that not enough? So measuring it against a benchmark is how we're going to give it a point of reference. And that's going to be really insightful and and moving forward, you want to have something that you can compare yourself to, to know, is this a good number, is this a bad number? So what's the right benchmark now becomes the next question. So you could think, we think that you should use 2 benchmarks and our color equity builder benchmarking does precisely that. So it's helpful to compare yourself against a peer group. And in our benchmarking reports, we help firms compare themselves to 40 other firms of the same valuation and then a target group that is twice your size. And so one thing that's really interesting to me, like Greg mentioned, he and I worked together many years ago and we worked at A at a custodian, a lot of the custodians and some fun companies provide some really insightful benchmarking reports. But what's what's different about those is that #1 they're static. They they're only updated annually and they are based on a UM and they usually tend to be a very wide range of a UM. So for example, you might see your benchmarking group is, you know you are between 500 million and a billion. So here's your peer group. Well, that can be insightful, but there's actually a pretty significant difference between a firm that's at, you know, 501 million in a UM and 991 or 999,000,000 in a UM. So it's not necessarily the best way to benchmark in using a UM. The way we do it is using valuation and really this is what we're talking about. This is the whole point. Your your goal is not in running a business to amass as much a UM as you can. Your goal is to amass as much value in your business as you can. What is the equity of that business? So let's compare you against groups with the same equity. And the reason that we also do a benchmarking group that is that's what we call a target group or a firm that's twice your size. You know in my in my career, 9 times out of 10 when I ask an advisor what's your growth goal, they say I want to double my business. So we just went ahead and created a target group that is double the valuation of an advisor's current value and that's what we use to have that benchmark to see what should we be striving for in our KPI's as we look to double the business. So it it really helps answer that question like what will I need to get to that next level. So I want to talk a little bit about, so we have a solution we called our equity management solution and it's a service that that does help provide benchmark. So again, you can do this on your own or you can outsource it to an organization like FP Transitions. But what I want to do here is get a little bit out of theory and academia. And get into an actual RE A's benchmarking data and kind of demo this for you live so you can see you know what does it look like for a firm that's gone through benchmarking and what are some insights that you know a consultant would have in in measuring that. So what I want to transition to now is is going through an actual benchmarking report that was created for an advisor that I did consulting with a couple years ago, so. When I mentioned that there's enterprise strengths and revenue strengths, these are the top two things that we focus on providing details on when we do our KPI measurements. And so for this particular advisor, one of the things that was really insightful for him came across in in the very first two lines. So as I mentioned. Rather than using a UM as the basis for creating peer groups and benchmarking groups, we based it on valuation. And in this advisor's case, their value of the business came in at 3.25 million. So we created a peer group of 40 other advisors that also were worth 3.25 million. What the advisor first noticed though was this second line I've got highlighted there where their a UM was at 195 million and the peer group was at 169,000,000. So it was 115% of the peer group. And so the advisor says to me, Scott, what the heck is going on here? Why am I worth the same amount as a peer group that is smaller than me in terms of a UM? And I said, well you know what, let's take a look at the rest of the KPIs and I'm guessing we're going to find the answer here. So as you can see here with the the historical revenue of the firm, he's done a nice job of growing the business year over year leading up to this point where his percentage of revenue compared to the peer group has steadily grown. But he's still been bringing in less revenue than a peer group that has more a UM. So what is a cause of that? Well, that's most likely identified here in this average fee charged where he's at 74 basis points on average that he's charging his clients, which is 81% of what the peer group was doing, which was at 91 basis points. So my first thought there was, well, maybe in this advisor's case, he's got a lot larger clients and because of the tiered pricing schedule that most advisors have and the way they charge on a UM, that can be an explanation for why the average fee charge is so much lower. But when I look down here at fee based AOM per household it's at 710 is the the average account size versus the peer group at about 600. So I don't think this is really a large enough discrepancy to justify a fee being that much lower. So it turns out this advisor is just under charging compared to his peer group. Secondly, we see that the average expense per household for this advisor is at 160% of the peer group. Your group's coming in at $2000 expense per household. He's at 3270. So pretty significant difference on the cost side as well. So he's bringing in less revenue and his costs are higher. So let's take a look and see what's going on with those higher costs. And this is what drives us to those enterprise strengths. So one of the key things that stood out to me as I'm, as I'm working with this advisor is that he's got 7 employees. And his peer group has four. He's got a little bit more a UM, but not enough to justify that many more employees. Further, number of licensed employees had was 5 and the peer group was at 2, driving his payroll to be more than double what the peer group is. And it could be a number of factors that results in higher payroll. But in this case it wasn't really due to overpaying each employee. He's paying each employee on average 75,000. The peer group's paying 63, so there's 119% difference there. Now this particular advisor is in a pretty high cost of living area. So I think we can attribute a lot of this to that. But then again, because there's so many licensed employees, that's part of what's driving that cost up. And and just being essentially what I would call overstaffed is what's driving up the expenses so significantly. Additionally, this firm is spending 300% of what the peer group is spending on advertising and marketing. They're spending 69,000 a year on marketing. Peer groups only charge, you're only spending 22 and then technology costs, peer groups spending 18,000, he's spending 110,000 on technology, 600% of what the peer group is. Now some of the peer group has some BD override fees and those are going to go towards those costs as well, but it's still not enough to justify these significant differences. Which is leading him to have a 76% expense percentage peer groups at 46. And if you remember, we talked about that rule of thirds, you really want to be striving for 1/3 of your revenue going towards professional comp and 1/3 of it going towards your overhead costs, leaving 1/3 for profitability. This firm is nowhere near having 1/3 profitability, so these are some of the key factors that go into this firm as to why their valuation is the same as groups who have less a UM. Now there's good news in all this for this particular advisor, so it looks like this advisor's just overspending overstaffed. But keep in mind too a benchmark is insightful in that it does give you a mode of comparison. It does not mean the benchmarking group is right. So in this case, the peer group is spending 22,000 on marketing and spending 18,000 on technology. Is that the right amount? It could be that the entire peer group is under spending on marketing. And in my opinion, yes, the peer group, the entire benchmark is under spending on marketing and under spending on technology. Firms like Orion are going to help bring about larger clients, more efficiency and an overall Better Business. So investing in technology is a worthwhile investment. And just because the peer group is spending only 18,000 doesn't mean this advisor should be spending that too. So you got to have context even within a benchmarking report of is this the right amount? Is this the right number on average firms are spending about? 2% or less on both marketing and technology. And if you look at a company like ours, we're spending 10% of our revenue on marketing. So for firms that are actively trying to grow, looking at what is the percentage of your revenue you're spending on marketing, you're spending on technology, those are really important. So what does this data tell me? Well, someone who's spending three times with their peer group is on marketing and six times what they're spending on technology and double what they're spending on payroll. This firm is poised for growth and they are investing in that growth right now. So this is the case where that rule of thirds, while it's a good benchmark to shoot for or a good rule of thumb to shoot for, it's not necessarily going to be the case year in and year out. This firm is spending significantly on all these things and if you look at the households per professional, they're only servicing 44 households per professional, the peer group is serving 86, so. They have capacity to grow significantly. Now the question is how much capacity do they have, how much capacity have they created by adding these professionals. Now this becomes a little bit harder to measure, but thankfully we've got the ability here to take a look at all of the data that we have from having done 15,000 valuations and all these KPIs we've measured. So what I then did with this advisor was we went into our database here. And let's say we just want to look at the data from the last five years. I don't need valuation data from 15 years ago to to kind of cloud this. So narrowing it down to the last five years worth of valuations, we see assets under management getting a little bit higher here closer to what that peer group was. And I'm going to narrow it down just a little bit more and see if I can get even closer to what that that advisor was at around 200 million in in a UM. And actually here we go, we're almost exactly where they're at, 192,000,000 is our peer group here. We've still got 900 valuations. So still a massive sample size to be able to look and see you know where is this firm at. So from a revenue standpoint, from a value standpoint, from an A UN standpoint, we've created a cohort here of 900 advisors that have pretty similar numbers to that advisor that we were just talking about. So let's take a look at some of their enterprise strengths, their expenses and their revenue. And we'll be able to kind of forecast how much capacity and how much scale has this advisor created by overspending in these categories and what can they grow to knowing where they're at today. So again, they're they're way up in terms of the number of employees that they have. So let's take a look at firms that have more employees compared to to that peer group and actually. I'm going to go back and change one other factor here as well because, yeah, so we're still at only about 3 licensed employees. So if we take this, this data again and create another cohort that looks at, well, what are some of those larger firms like, because we want to be able to see where can this firm grow too. So if we again look at the valuations from the last five years. When we leave the A, UM, as it stands, we're going to be able to create a different cohort to compare them to when we go and change some of their enterprise strengths. So now what I'm going to do, and you got to bear with me, there's so much data in this database, it takes a little while to load. But what we're going to see is if we compare this firm to other groups that have an average of five employees. So if we grab this group here, we're going to see now. What happens to the a, UM, the revenue, the appraised value, the households per professional, all of these other metrics, they're all going to change by changing this one. So in a way we're able to create dynamic benchmarking. So now we're close to five employees on average here and actually that's exactly what the meeting is, Five employees, 5 licensed employees. So households per professional is now at 85 and that's pretty much where that peer group was there at 86 households per professional. But what we see here is that a UM has now jumped to 349,000,000, revenue has jumped to 2.6 and that appraised value has gone up to 7.3. So we can see here that as this firm grows, as that spending and technology and that spending and marketing pays off as those license employees go out and bring in new business. How much capacity have they created for themselves? How long can they go before they add and need need to add another employee? Now a firm like this might need to add 1 more support person, but as those licensed employees get up to speed and as they reach 85 households per professional, we're going to see the a UM increase, the revenue increase, the value increase. And that expense to revenue ratio is going to fall dramatically and this is going to be right back where that peer group is as well. So although they're not quite at the third level yet the that one third in terms of overhead expenses, this is what they're going to work towards. This is the capacity they have created for themselves. So this advisory firm, while the data looked kind of bleak at first, it shows now with this additional context when we're measuring against the Rice benchmarks. We can see where this firm is going to go and and what their capacity is. So switching back to our presentation, so now that we've gone through an actual example of benchmarking with a real life advisory firm, you saw how this firm can grow into its staff. So that that revenue ratio improves, it's going to drop from 76 to below 50 without additional effort on their part, just simply got to focus on growing that revenue. They don't even need to reduce expenses, they just need to grow revenue. Additionally, one other thing that they can do, they can implement a minimum fee for new clients. So we saw there in the benchmark report they had average revenue for for their clients. We could use that as a metric to create a minimum fee for new clients so that as they're bringing in new clients, if they're bringing in an average revenue per client of let's say $4000, they want to make sure that each new client is going to generate at least $4000 in revenue. Otherwise, maybe we don't bring on that client and then they probably want to measure the source of new clients. So those marketing efforts right now. They're spending $4600 on marketing to bring in each new household. We want to get that closer to maybe a 1 to $2000 range and we want to know which marketing efforts are working. So these are additional things that that firm might want to start marking in terms of KPI's to see what's the impact of these efforts that they're doing. So this gets us to those second two M's that we talked about. So there's the monitor. Again, we recommend monitoring the business at least annually on measuring these different KP I's. Depending on how fast your firm is growing, you might want to do it a little bit more often than that. So just like you do for your clients and their plans and their portfolios, you need to do the same thing for the KP I's of your firm. So an annual review of these is highly recommended now. I know a lot of firms in this industry have started taking to using traction or EOS and this is something that when I'm working with my clients that are using that methodology, you'll notice that a lot of the KPIs we talked about for those of you familiar with it. These can make up for really good rocks. These can be those types of things that you're talking about on a quarterly basis. You're setting new targets, you're measuring those KPI's, you're measuring them that you can be part of the rocks that you're developing in your business and become part of your your things that you're evaluating in your level 10 meetings. So again, monitoring the KPI's at least annually, but potentially if you're using something like EOS, you might want to be measuring it even more often, such as quarterly. And then lastly, you want to master these KPI's so you know what to mark, you know how to measure it, you have a plan in place to monitor it, You need to then master them. And so you can certainly do these on your own. Again, if you're using something like EOS, you might have an EOS implementer. That person can help you with mastering these KPI's as you're developing them, setting targets and creating goals going forward when I'm working with our clients here in my consultant capacity. We focus a lot on mastering these KPI's that we might identify for this particular firm. What are those KPI goals we want to set for 12 months from now, 18 months from now, 24 months from now? So we'll identify, let's say 3-4 or five. If you try to tackle too many at once, it's going to be overwhelming. So if you can sit down with a consultant such as you know myself, or if you've got someone on your team that's really skilled at this. Sit down, identify what are those 3-4 or five Kpi's that you really want to work on and what are the ones that are going to drive more value in the business going forward. So you need to know what is it that's driving value in the business and then identify which of those Kpi's. Are going to help drive that value. Which Kpi's kind of work hand in hand together. And that's another trick of this. It's not just looking at each KPI and its individual silo, but look at how do these Kpi's relate to each other and how does one affect another. So again, if you need help with this, we're certainly here and and happy to do so. But this is a key part of mastering those KP I's. It's not just monitoring where they're at and seeing that they improve, but it's setting goals to try to improve them and mastering them through gradual improvement and constant tracking and monitoring of that. So today we covered what are the most important metrics to mark. Those are related to revenue strength and enterprise strength. We then reviewed their importance of measuring them against the right benchmarks, identifying the right KP I's to monitor going forward and then mastering those KP I's. So like my game of golf, it is a never ending process. It is always improving. It's usually never quite good enough and and that's okay, it's it's sometimes it's the journey and that constant quest for improvement that is the end game, not an actual number in and of itself. So we do recommend working with an independent third party expert coach to help you mark, measure, monitor and master the most relevant KPI's in your business. We do have an EMS or our equity management solution. Program, it's a membership service designed to help you do just that. So this would come with an annual evaluation of business annual benchmark report and then a consultant that would work with you at least on a quarterly basis to help you set those targets and interpret the data and figure out what to do with it next. So I encourage you use this QR code or that website address of FP transitions.com/orion where we have curated. Resources and and educational materials specifically for clients of Orion to go in and understand more about their valuation, understand more about KP I's and we encourage you to take a look at that in conjunction with the great service and support that you're getting from Orion. So with that, I'll turn it back over to Greg and I'm guessing that at this point in time, he's come up with a question or two for me. So take it away, Greg. Scott, that was fantastic. You know what, when I think about you know you and I talk a lot about client experience and and growth, right. Your growth is fueled by the experience often times that the advisory firms are actually delivering. And so the investment in one kind of contributes to the other. But knowing how well you are actually growing and all those particular metrics is, is wildly important. And you know when I think about firms like yours, I don't think about it as an expense, it's an investment, right, and growing. The business, but also growing the experiences you have inside of the business and then of course the experience potentially that you have outside of the business. And so with that I do have one question. And so the majority of the the KP I's that you were going through were were very financially focused. What other KP I's should they be thinking about that might be outside of the realm of just the the financial aspects of the accounting aspects of the firm? Good question, Greg. And and while it's not something that we particularly measure here because most of the data that we get to do the benchmark is related to data advisors provide in order for us to conduct evaluation of the business. So what I've often recommended for advisors who are looking to expand the KPIs into some more maybe qualitative things. One of the key ones that I really recommend measuring and this does go to enterprise value and that is employee engagement. And so there's a number of really good resources out there, like I'll give a plug for the Gallup organization. So they've got something called their Q12 survey. I think it's like $15 per employee to use their Q12 survey. It is, you know scores of of years worth of research that Gallup has done studying organizations, studying employees, studying employee engagement. It's really second to none in in, in my mind as to how do you measure your. Your engagement of your employees and I think there are some really good things that you can glean from those 12 questions that they've identified as most relevant to Are my employees happy? Are they engaged? Are they going to be there for delivering the best service and the type of client experience that I want my clients to to to to receive so. The Q12 survey would be in my mind, one great way to measure 12 kind of new KPIs related to employee satisfaction, employee engagement, which is going to then lead to enterprise strength in the business and a good client experience. Love it. That was perfect. Well, Scott, it's always a pleasure, you know, every time I'm around you one. You're just a great guy, but too, I ended up learning something new. So appreciate you taking the time and and out of your day to invest in and helping this, this, this industry to continue to get better, right #elevate. Everything's kind of like what we talked about on the team here. And so this, this particular material certainly will help advisors to do that. So really appreciate it, Scott. Thank you. Thanks Greg. I I really appreciate the opportunity. We've had a a wonderful partnership with Orion and and happy to support your organization and and the advisors that you serve. So thanks for having me today and great to see you as always. _1732264411910