About This Episode
Next Mile Episode 138: How to Build Deep Client Relationships at Scale with Michael Vedders. A conversation about wealth management, fintech, and the future of financial advisory firms.
with Michael Vedders · March 31, 2026
Next Mile Episode 138: How to Build Deep Client Relationships at Scale with Michael Vedders. A conversation about wealth management, fintech, and the future of financial advisory firms.
I think one of the mistakes is everybody knows marketing is promotion. They quickly run to promote. What are you doing on social? What are you doing for digital advertising or what are you doing for events?
And they didn't spend enough time on their story first. And so you can spend a lot of money and generate a lot of activity without results if you don't work and provide a clear story for people first. >> [music] >> Hey everybody, welcome back to another episode of Next Mile. I'm your host Kyle Van Pelt, co-founder of MileMarker.
And today I am joined by Michael Vetters. Michael is the senior vice president of marketing and enterprise resources at Northrock Partners, and he is also an avid outdoorsman. So much so that he got into a foot race with a moose in a chase that almost killed him. Michael, welcome to the show.
Yeah, thanks for having me, Kyle. Appreciate it. No problem. Listen, with a personal detail like that, we got to unpack that.
I can't leave the audience hanging. So you got to tell us the story about your foot race with the moose that almost cost you your life. Yeah, well, being in Minnesota, we have an island out in Lake Superior. It's about 60 miles long.
And we like to take fishing trips out around the island and the game wardens warned us as we were heading out to the island, careful the moose were they were starting to see some aggressive moose. And of course we're camping out on the island overnight, I see this beautiful bull moose feeding in the river. And I was with my brother and he's like, "Hey, they warned us, we better go. " But I I just was mesmerized by this thing and and that's why I waited a little bit too long.
That kind of made its way out of the river and and so I started walking back towards my brother and it came crashing through the trees. We both ended up on the beach about 30, 40 yards staring at each other and the thing just dropped and charged me. And you know, I'm pretty fast, but not >> [laughter] >> not near as fast as a moose. And so we got in a little bit of a foot race.
I had to dive into some small or into some weeds as this thing came up on me and walked about, you know, 3 4 feet away from me and just couldn't find me. So No way. Yeah, so it's pretty crazy. That is very crazy.
Wow. Wow. Wow. Okay, well, what a story.
So you go from being chased by a moose, having to hide in the weeds just a couple of feet away, to running marketing and enterprise resources at about that for a segway? Uh but you didn't you didn't get there by accident and Michael, I know you've listened to the show a little bit. I ask everybody the same first question, right? Everybody has their own unique path to this space.
Some people it's traditional footsteps or untraditional, but whether your path is traditional or untraditional, we found everybody has what we call a money moment. That moment in your life where you decided this is it. This is what you want to do. From being chased by bull moose to doing what you're doing now, what was that money moment that led you to having this conversation with me today?
Yeah, I took a little bit of an unorthodox uh path into the industry. I spent most of my career, 17 years in higher ed. Uh I was a chief marketing officer of a liberal private arts university here. Absolutely loved what I was doing.
Had a little bit of experience, you know, I had a an advisor. Quite frankly, it wasn't a great experience. So I wasn't necessarily sold on the industry. When a connection here at Northrock reached out to me.
They wanted to pick my brain. I had built a a marketing team at the university and they were wondering what to do with marketing within Northrock in the industry and should they should they build a team? Should they outsource it? Like uh what should it look like?
And so that led to a coffee and and the president here then asked me back and said, "Can we meet again? " And at that it led to a job offer, "Would you consider coming coming on board? " And I I said no. No, man.
>> Because I just wasn't sold on wealth management. But he said, "Well, would you meet a few of my people? " And so I did. I came here, met a few people and I I heard the story of what they were trying to build here at Northrock with the personal office.
I heard a story that was more about advice and surrounding people with holistic advice than I did just wealth management. And so I I decided after that and a few other conversations to take a risk and jump on board here at Northrock, help build what we were building and I think I'll chalk it up as to probably one of my better career moves because I have fallen in love with the concept of holistic advice and helping people out. I wasn't getting that and I know thousands and thousands of people outside aren't are still aren't getting that. And so I've made it kind of my life's passion to find them and show them there's a better way to get integrated advice.
Wow, that's awesome, man. What a good story. And I think I have in the notes here, Michael, you touched on it a little bit there that, "Hey, you really loved the type of advice they were offering, the personal office, that story. " But a lot of this stemmed and a lot of your no originally stemmed from you having a poor personal experience with wealth management and kind of saying, "Hey, I don't really want to perpetuate the experience that I have right now.
" And we don't have to name any names, but what was it about that experience before that was poor that you saw was so different at what where you're at now? Yeah, I don't think we talk about this enough. We talk about, you know, the future of the industry and and all of the good things that are happening, but there are pockets of it that we could improve. We could do a a much better job and I don't have a incredibly complex financial situation, but what was happening to me prior to joining Northrock was I had a small number of investments at the firm and an advisor, but I also was in higher ed, right?
And so I had my most of my wealth was tied up in my 401k through TIAA-CREF and my wife is a nurse and so she had assets at Fidelity and and so I my experience with wealth management was I I'd go sit with my advisor and we'd shuffle some of our mutual funds, but when I'd want to talk about where most of my wealth was stored, because it was at a different broker-dealer like Fidelity or TIAA-CREF, it really couldn't provide advice on those outside assets. And so I would have to go then meet with a different person at TIAA-CREF and my wife would have to go meet with the Fidelity rep that would show up at, you know, Children's Hospital and and then I would have to go run down my taxes and I was doing all of this translation. I had to play the quarterback of my financial life. And it was a lot and it's a lot to have to pay for.
Fast forward, I come to Northrock and we tie all of those things into one one spot. I've got my advisor looking at all of those domains and can custody and and take care of all of those things. I've got integrated tax and so they're delivering all of the stuff that I would have to go gather and run and chase down automatically gets delivered to that. And all of these dots are for the first time in my life I felt like, "Oh, I don't have to go track and coordinate and be the center.
I've got my advisor now sitting there with me. " And that's game-changing. It's it's been life-changing for my wife and I. Yeah, that's fantastic, man.
All right, so I want to pivot a little bit and ask you. So you are serving as SVP of marketing first and foremost. I I know there's more to it than that, but you know, I think marketing can have such a diverse range of functions or capabilities when it comes to the wealth management industry. Um for some people it's like, "Hey, it's all about how do you drive leads at scale?
" For some people it's brand management. For some people it's all of the above. But when you think about the task and the mandate of running marketing for a firm like Northrock, what do you think that encompasses and what what do you think about when you get up in the morning to be successful at your job? Yeah.
Like I like to distill marketing and the task of marketing for any firm, it's the privilege of telling the story. The story of that firm and what differentiates you, what sets you apart. And I get what a fun opportunity I get to do that for Northrock here, but you start with that story. And so for firms who aren't quite sure what that is or their story isn't clear, you got to start with a lot of brand work.
Um you got to make sure that you understand what your story is, what you're going to say out to the marketplace and make sure that a story is right, it's accurate, it's clear and compelling. And then from there, once you have that, then you can start to take a look and say, "All right, where are we telling the story? What channels are we using? What channels certain stories have channels that work better.
One of our stories is we're highly relational. In fact, one of the foundational uh things we believe here at Northrock is that deep relationships lead to better advice. And so as the head of marketing here, I look for marketing channels that naturally blend with that deep relationship. And I would prioritize those types of marketing efforts because it's part of our story and when you piece those together, you get to see some magic.
And so you start with your story and then you move on to your channels and your promotion. And depending on your audience and all of those things, you pick the right channels for you. I think one of the mistakes is everybody everybody knows marketing is promotion. And they quickly run to promote.
What are you doing on social? What are you doing for digital advertising or or whatever. What are you doing for events? And they didn't spend enough time on their story first.
Yeah. And and so you can spend a lot of money and generate a lot of activity without results if you don't work and provide a clear story for people first. Yeah, well said. I want to double click on something that you said there.
So so North Rock really prides itself on trying to have deeper relationships and you look for marketing channels where that is the case and all of that type of stuff. Maybe a little bit of a devil's advocate, but you know, one of the notes that I had here from the prep was advisors want deeper relationships, not just performance conversations. And like that sounds great as a bullet point that I wrote down and candidly I think almost anybody I talked to on this podcast would agree with that sentiment. But sometimes I think it's tough to bridge that gap, right?
Sometimes maybe the clients come in and they just want to know what's going on or what are my performance or that type of thing. So I guess my double click question here is how do you actually achieve this, right? How do you actually bridge the gap from here's what the plan says, here's how you're performing against the plan, you're doing great, you know, and they say thanks and and on their way to hey, let's get beyond the numbers. Let's get into the life stuff.
Let's move beyond that. Cuz I'm sure every client comes to you at a different portion of that journey and how open they want to be and how deep they want to be with the relationship. Yeah, for sure. You can't force it.
>> [laughter] >> You can't force it and some clients we you know, we have a wide variety of clients and some want deeper relationships than others. Some are just looking for clarity or for some time back, right? They're looking for us to help be an execution partner. But how we approach that task is in a few ways.
So first relationships are built on trust. And so we do a lot here to build trust and follow through on the things that we say we're going to follow through and do it over time. You don't trust somebody who's trying to force their way into a relationship with you. You you got to give it time.
And another way we do it is making sure that we set our advisors up for success. So one of our models and ways of approaching that is things are a lot more complex and people's financial lives are getting more complex. And so by surrounding our advisors and clients with a team of professionals in tax or insurance, estate planning, even giving. By surrounding our advisors with that team, we've got people working on those elements for individuals which creates experts in their domain, but also creates more time for the advisor to ask about the family, to check in on the kids.
Why? Because somebody else is running that tax question to the ground who's got more experience than they may even have with it. And so by providing that personal office, the elements around our advisors, we create space and by creating more time and space for them, they get a chance to deepen that relationship. Yeah, that's really good, man.
I'm going to be cheesy for a second, so blend with me while I cheese, but off air you were telling me about how you played football in college and how you were a center. Um and an undersized center at that, but I think center is one of the most maybe potentially underrated positions on the field because you have to make all of the protection calls, you have to communicate with the rest of the line, right? You're playing one-handed to start a lot of times cuz you got to snap. And I'm thinking about your story about how North Rock tries to have this very integrated advice and holistic advice offering, right?
And I think part of playing offensive line and coordinating is hey, if it's a pass play, we have to protect, right? But if it's a run play, we're trying to go on the attack and we're trying to open lanes for our playmakers to go score. And I think about that a lot with what you guys are doing. So somewhat of a twofold analogy here is when you have tax experts and you have estate planning experts and you have investment planning experts or portfolio construction experts and everything.
Do you guys take the model of quarterback center coordination of everything happening for a client or is it the whole team is meeting with the client and a family at once and trying to sort of bring all of that expertise into the room every time? Yeah, so I love that you used the football analogy because we'll often talk about the advisor being the quarterback. And we don't replace the advisor. The advisor's calling the shots and is the quarterback of that team for any individual or family.
And so what we you know, a typical process for us will be as we bring a client on board, we'll sit down with them, do a deep level of discovery, understanding what their greatest pain points are, what we may need to work on first with them, their priorities, their goals. And what we'll do is roll out through a series of meetings in that first year, introduce them to each member of their personal office team. Sometimes we'll partner up, let's say they don't have their estate in order. We may move that to the front.
Or let's say there's it's tax season and or one of the greatest pain points they're having is tax in their life. We may prioritize that. But what we do is through that first year, we introduce them to each team member. Now, they don't have to know each team member.
They don't have to like reach out to those team members again because the advisor is quarterbacking everything for them and they're with them every step of the way. But they do get introduced to their team and they do get to know them enough to where if they got a quick tax question, they can pick up the phone or shoot an email off to to Mark and get an answer, but most often the point of contact is their advisor. And then as we work through things, different stuff comes up in their life. And as different things come up, situation changes with a job or with kids or family, we'll pull that team member back in.
And that happens one of two ways. We'll either bring them right into the meeting with us or the advisor has access to them right down the hall and can run down, say hey, here's the situation, what would your expert advice be and then carry that water back to the client. One of the things that we tried to do and that team allows us to do is in my past when I would meet with my advisor, I'd always come away with, you know, a number of to-do's. The advice was Mike, you can go do this, you can look at that, you can go here, you can reach out to get this part of your estate.
What we try to do here is we will. So we'll go run that down for you. And our goal with each meeting of those clients is to not give them a to-do list, but to be their execution partner so that they don't leave with the to-do's, we leave with the to-do's. Wow.
That's good because I know you guys are at a pretty good level of scale. You guys are scaling quickly while also continuing to take on that list of to-do's and making it we will. How are you guys managing relationships, deep relationships at scale, tackling all of the to-do's, right? And growing as fast as you are without being a nonprofit for lack of a better term.
It seems like you guys have sort of figured something out, right? But you're committed to these relationships, you're committed to serving them deeply and doing the work for them, but you're also scaling and growing very quickly. A lot of times those don't all mesh together. This podcast is brought to you by Turnkey Cast.
We make game-changing content for fintech and financial services companies. Learn more at turnkeycast. com. Hey Next Mile listeners, Jessica here from Mile Marker.
You know, we talk a lot about reaching that next mile on your business journey. But let's be for real for just a sec. If you're an advisor, how much time are you spending wrestling with data instead of actually advising your clients? I've worked firsthand with tons of advisors over the years helping them achieve real success and breakthrough growth, but I keep seeing the same roadblock [music] everywhere.
Brilliant advisor stuck spending hours pulling reports from their different systems trying to create meaningful client presentations and struggling to get a clear picture of their firm's growth. Does this sound familiar? Here's what [music] I've learned. The advisors who are scaling and growing aren't necessarily smarter.
They've just figured out how to get control over their data. That's exactly why I joined Mile Marker because they've built a solution that changes everything for how you manage and grow [music] your firm. At Mile Marker, we specialize in three game-changing areas for firms [music] like yours. Streamlining your data management so all your systems talk to each other, automating those repetitive reporting tasks that eat up your valuable time, and creating seamless advisor and client experiences [music] that actually help you grow your firm.
The difference is night and day. Instead of spending your evenings pulling together client reports, >> [music] >> imagine having that data automatically organized and presented exactly how you need it. Instead of guessing about your firm's performance, imagine having real-time insights that help you make strategic decisions. If you are ready to stop being held back by your data and start using it to fuel your growth, I'd love to have a conversation with you.
We're offering Next Mile listeners a complimentary consultation to explore exactly how we can help you transform [music] your advisory practice. Don't let outdated processes keep you from reaching that next mile in your firm's growth. Visit milemarker. co and mention the Next Mile podcast and I'll personally make sure to get the insights you need to take control of your data and scale your practice because your time should be spent building your business, not buried [music] in spreadsheets.
It starts with the right advisors, right? As we have grown, we have had quite a bit of success with adding new advisors, but most importantly adding the right advisors. So you've got quite a few advisors out there who their clients' lives are getting more complex and they're having to do this and they're thinking, oh okay. Now how do I do this well?
How do I track all of that down? They care about helping execute for their clients and they know they need to either build it themselves or they have a choice to join with us or somebody who has already built it. And so when you have an advisor who cares about that, then they start to use and leverage their teams, right? And so, if you you know, you have some of these Lone Ranger advisors who like they like doing the tax, they love doing the investment, they like doing that part and spend their time doing that, then they're not really leveraging the power of the team.
And so, it starts with that advisor who's willing to do that, to give to the team to create more space for themselves to truly be an advisor. Then uh with teams, we pay attention to their bandwidth and we add and expand our teams, but it's easier to do that on a fractional level than it is on a one-to-one client basis. And so, we pay attention to team capacity and we're looking at things like how many clients how many new clients do we have and how many then estate team members do we need? How many tax team members do we need?
And then the last piece is technology and this is where it gets fun. This is your line of business. Yeah. >> But early on we created a human operating system that we call the personal office that helps coordinate, connect, and create communication between those teams.
And now, as technology has advanced, we're doing it with our data, Please. and it is so exciting to see what these data platforms, the integration of data, the early use of AI is doing to help accelerate and expand capacity. Um so excited for the next three to five years because I think think what it's going to do, it's going to make a bunch of tasks that we're all doing right now, it's going to make them easier and it's going to give us even more time to focus on deepening relationships. Yeah, you're speaking my language for sure.
I mean, that's absolutely our book. So, I want to dive into that, but before I do, I'd be remiss if I didn't ask and I want to give you the opportunity to talk about this. >> Yeah. You've mentioned the concept of the personal office a couple times now as part of the value prop.
Yeah. But you guys don't call yourself a family office, right? So, how would you delineate the difference between the personal office offering and hey, I work with a family office. Yeah, yeah.
You can think of us as like a fractional family office. Mhm. And we have families who have enough net worth to be a family office, but still choose to work with Northrock because our approach, it's nimble and creates some economies of scale that you don't otherwise get with just a dedicated family office. And so, yeah, if you think of us as a fractional family office, we're providing all of those services and the depth and breadth of those services, but we also then have a bench.
If somebody goes out on maternity leave and we can dovetail in. If that happens within your own personal family office, you got to find a different solution. So, that's how we think about it and it has played out really well for us. Yeah, that's great, man.
So, let's talk a little bit about the future. You talked about hey, you know, things that we're doing with technology, I'm excited about what's going to happen in the next couple of years. This is an opportunity to kind of look into your crystal ball a little bit and tell us what you see coming down the pipe. You talked about getting data integrated.
Obviously, that is our story. We think that it's really hard to have a successful AI strategy without a successful data strategy. It seems like you guys are headed down that path, but what else has you excited about technology, about the future, about where the industry's going? Yep.
I'll talk about it in two terms. One, when we think about our our data and the depth and breadth of information that we have on people and the number of processes that we run as an industry, one of the things that gets me excited is our ability to start tying that together and creating two things. One, the better we tie that data together on people, we're going to it's going to lead to better advice. We're going to see things in the data if it's talking to each other and connected, right?
We're going to see things in the data that we would have otherwise missed as humans. And so, that's going to be a big part of deepening advice for people. We're going to catch stuff that we would have never otherwise caught before. The second piece is we're going to automate uh when we think about these agentic workflows, there are so many manual processes happening.
You don't mind how many RIAs are running off Excel >> [laughter] >> documents like Oh, yeah. There's just so many manual processes happening for so many firms across the country and we're going to be able to create uh human capacity to do more meaningful work by using agentic workflows. And it's it's not until you have your data and systems integrated, talking to each other that really you're really going to be able to take advantage of those workflows. But once you do, we're going to save a lot of time to focus on things that that might deepen the relationship or matter.
Yeah, absolutely. We have an instance with one of our clients that created kind of a an agentic workflow around compliance and they were like, it is saving us like across our team 80 hours a week right now and we think there's even more opportunity for that just from a quick setup of having all of that data in one place cuz all it was was the people saying, I used to just look at this over here and then this over here and Yeah, Kyle, I'm so excited for you. Like what a great time in history to be doing what you guys are doing there and really being the backbone of how we create both more meaning and more efficiency with this wave of AI and agentic workflows and wave of data coming through. Yeah, man, I could not agree more.
I think that one of the things that gets me really excited about this opportunity that you're talking about is are people going to use the time gained from the efficiency to create more meaning, right? Or are we just going to doom scroll on our phones more, right? And I think that's the challenge to everybody is this is going to create efficiency, it's going to create more time back in your day, it's going to create opportunities. Will you use those to get deeper in-person human connections cuz for a lot of the people who've listened to this, they've heard me say many a times, I am very bullish on what will be in-person authentic experiences because everybody's going to want to ride the wave of efficiency coming from AI, of course, 100%, but also I think people will grow very fatigued and tired of all of the marketing content and things that are created via AI, the AI videos, all of that and they're going to crave in-person, they're going to crave meaning, they're going to crave people being able to connect with them in a meaningful way.
I hope that point you just said is absolutely a part of the future in the next three to five years. Lots of people love to talk about the technology growth or anything that's happening, but I love the question of what are you going to do with that technology growth? That's right. The future of our industry is twofold.
It's those who create who actually can create efficiencies and space through data and automation and then use that space to serve people more effectively, to deepen the relationships, to know them so well that you're pulling out things about those individuals that isn't getting picked up in the data, right? Or to spend an extra time with them talking about the intricacies of their family and things they have going on, which then will lead back to a different layer of advice. And the firms that merge those, that figure out how to do both, don't just take advantage of one so that you can knock off early on Friday and go golfing, but take advantage of one so that you can deepen the other, those firms are our future. Yeah, well said, man.
Absolutely well said. I'm excited about what that looks like in the future and I also think too, just what's hidden in what you're saying is because of all of the Excel workflows that people have going on, because of all that manual stuff, firms today are pretty good at being able to tell you what's going on, but it's really hard to compile enough data to say what should be going on, right? Or what opportunities do we have or can we be surfacing this at scale? Maybe you run into it as an opportunity because of a trigger in the market, but I think with the future you're talking about too, hey, because of what we know about this relationship, because of what we know about the market, because of what we know about what's going on, we can tell people what should be happening, not just what is happening.
And I think that ties all the way back to the point you were making earlier about, hey, we don't want to just have performance conversations. We want to have deep relationships and meaning. Well, hey, one of the best ways to have deep relationships and meaning is being able to say, here's all these opportunities for you guys that have nothing to do with how the portfolio's performing. So, yeah, you've got a great vision, man.
And you're going to have performance conversations, but let's take some time and say, what is performance to you? And that might be a certain level of return. And for some of our clients it is, okay, we're going to go after that for you, but performance might be a balance. Performance might be giving you being your execution partner and giving you a few hours extra in the day so that you can work at what you're great at and that frees you up to reach your potential.
Otherwise, you would have been quarterbacking the coordination between your advisor and the tax team and so on and so forth. I love the idea of performance, but it doesn't necessarily it's not always just number based for people. >> Yeah, yeah, really well said, man. That's kind of a mic drop moment of hey, what does performance actually mean to you, Mr.
and Mrs. Client? Because it doesn't just have to mean how are your assets performing from a returns perspective, but what kind of human returns are you getting? What kind of emotional returns are you getting?
What kind of just life-giving returns are you getting outside of how the dollars are growing? Yeah. We've got clients who come in, I've got to see this. They come in and they're talking about performance of their investments and you work on that and look at that over the span of their career.
And as they get towards the later part of their career, their shift in definition of performance changes to what is my legacy going to be and how do I talk to my kids about what I've done? And how do I get them involved? And then you facilitate conversations around giving. Giving is a part of our personal office here and so we facilitate conversations around giving and and it opens up family conversations that they've never been able to have before.
And that becomes their new performance, their new definition of what success looks like and that's when it gets really fun. Yeah, that's awesome, man. I love that. All right, we are going to move into the final segment of the show.
This is what we call the Mile Marker Minute. It's a series of lightning round questions aimed to get to know Michael the outdoorsman a little bit more beyond just what you're doing with Northrock and the great job that you're doing telling that story. So, are you ready for the Mile Marker Minute? Let's do it.
Okay, if you could travel anywhere in the world you've never traveled to before, where would you go? I'd go to New Zealand. I'd love to see one of those red stags they have there. Yeah, that's awesome.
Good answer. Are you a mountains person or a beach person? Oh, push comes to shove, mountains. You know, I'll get lost lost in the mountains any day.
I love it. Okay, what is the best road trip you have ever been on? Now, ironically, the best road trip, I have three daughters and my wife, we took the camper, drove from Minnesota all the way down to the Gulf and camped out on the beach and it was a vacation that we like we will remember forever. I love it, man.
That's awesome. Okay, Mile Marker, our the name of our company, it's a symbol of progress, right? And so we believe progress is never done. We want to help you measure your progress along the way.
But I'd love to ask our guests this question. So, complete this sentence. Progress equals blank. I think progress for me equals opportunity and the expansion of opportunity.
Because as you chip away at progress, uh you just create more opportunity. I love it. What's the best flavor of ice cream? Oh, chocolate peanut butter.
Oh, good good choice. All right, I like it. I could dig it. What's the best book you've read or listened to in the past 12 months?
Oh, man. Okay, I've got five books that have changed my life and I keep them on my shelf and give them to people, but I just reread Adam Grant's Think Again. Okay. And I it's one of my favorite.
If you haven't looked at it, take a look. It's awesome. Okay. Well, I'd be remiss if I didn't ask.
What are the other four books? Okay, so the other four books are actually I've got them here. Switch by Dan and Chip Heath, Unreasonable Hospitality, Love Does by Bob Goff, and The Ideal Team Player by Patrick Lencioni. Awesome, man.
I love it. I love it. That's fantastic. Okay, final question for you.
Yeah. >> There's an alternate universe and in that alternate universe you have a different career that has nothing to do with higher education or marketing in a financial services company. What is Michael Vetter's career in this alternate universe? I'd probably be an elk guide somewhere in Colorado or Montana.
I love it, man. I love it. Well, Michael, you made it through the Mile Marker Minute. This conversation was full of a bunch of really cool insights about how to think about telling your story as an RIA and differentiating yourself, making sure that you have that story dialed before you start doing too much promotion, filled with a bunch of fun tidbits, too, as well about how you guys think about building deep relationships at scale.
So, thanks so much for coming on the show, having a great conversation with us, and I know our audience is going to get some insightful nuggets out of this. Well, thanks, Kyle. It's been great to be here and thanks for facilitating the conversation. Of course, man.
That's been another episode of Next Mile, everyone. Please make sure you click follow or subscribe wherever you're paying attention to this. And if you'd be so kind, leave us a review so that people who've never heard of the show before can find great conversations like the one I just had with Michael. But until next time, enjoy every mile.
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