August 27, 2025 • 27 mins
Nick Subich is President & CEO of YTS Wealth Management, an LPL Financial–affiliated firm he co-founded in 2019. A Lock Haven University alum and former Pennsylvania Army National Guard infantry officer, he leads a fast-growing team serving clients nationwide, now managing more than $1.6 billion in assets. Recognized on Forbes’ Best-in-State and Top Next-Gen lists, Nick is known for decisive execution, accountability, and a community-first approach across Western PA
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Episode Transcript
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Speaker 1 (00:04):
And welcome man. This is the CEOs You Should Know podcast.
I'm your host, Johnny Hartwell, let's say hello to Nick
Soubic of YTS Wealth Management. Thank you for joining me.
Thanks for having me, Johnny, So tell us everything we
need to know about your company.
Speaker 2 (00:17):
For sure, YTS Wealth Management we stand for your total solution.
Started here raid in Pittsburgh, and I think that we
are the Pittsburgh wealth management company for what the people
of Pittsburgh want out of their wealth managers. Just like
everybody kind of brags in the industry about we only
take clients with a million dollars or five hundred thousand dollars,
(00:37):
our company could not be different from that. We have
no minimums for the amount of assets we manage because
the city of Pittsburgh is a blue collar, hardworking town.
I'm from a steel town right outside of Pittsburgh and Johnstown, PA,
and came from absolutely nothing. Grandfather was a steel worker,
you know, everyone in my family with steel workers. To
(00:58):
where I wanted to create a wealth management firm for
the everyday person that needs a little bit of help
and wasn't born with a silver spoon in their mouth
like half the other wealth management companies in town. So
at yts we provide not just wealth management for the
ultra high networth or the ultra rich, but for the
everyday people as well, and take it a little bit
(01:20):
further in delivering not just the wealth management, but the tax,
the insurance, the estate planning, the financial planning. We wanted
to provide all of the solutions in one place, to
provide synchrony for our clients.
Speaker 1 (01:33):
All right, So tell us the history of the company.
Speaker 2 (01:35):
Yeah, absolutely so, never would have thought I would have
been in wealth management, never a plan of my life.
A commissioned in college as an army infantry officer. So
if you would take me ten eleven years ago, all
the only thing in the world I wanted to do
was to lead infantrymen and take the next till and
that correlated really well to business. So it did not
(01:59):
take long for me to realize that I probably could
do the same thing in business that I could in
the military. And found myself buying out a retiring financial
advisor January first of twenty twenty, and then three months
later got smacked in the mouth when COVID happened, and
I just took out all this debt and this loan
and then my doors were closed three months later. So,
(02:22):
just like any other good business origin story, it started
in my garage and we had a plastic folding table,
and I threw a tie on my golden doodle every morning,
and we went to work and operated, you know, out
of my garage on the phones in the mail. And
I saw COVID as such an opportunity because in our industry,
(02:46):
a lot of financial advisors are known for how low
is their golf handicap, you know, how they kind of
brag almost about how little they work. And I decided
this is an opportunity to go the other way while
everyone else has taken a knee, taking this as a
gap year just on the golf course every day. We decided,
when the rest of the world shuddered and stopped working,
(03:08):
we were going to put the foot on the gas
and get outside and go and meet people right where
they are in life. So our my garage office turned
into a truck office and out of a Ford F
one fifty, we put you know, sixty seventy thousand miles
on the truck that year, driving all over Pennsylvania, Virginia,
(03:28):
West Virginia, Maryland, and one client at a time built
the start of what I never could have imagined would
be yts that year.
Speaker 1 (03:36):
All right, So what was the tipping point? What was that?
That that moment where things changed for you?
Speaker 2 (03:41):
Yeah, it was we started with, you know, a client
base that we purchased of, you know, a handful couple
hundred clients, and one of them who wasn't a believer.
And hey, here's the young guys that are in, you know,
their late twenties coming in. What could they possibly know?
What could they do to help me? He called on
a Friday because when COVID happened, the mar it fell
through the floor. You know, it was down thirty percent
(04:02):
one month. The guy was trying to retire and now
thought that was all a pipe dream, you know, that
it couldn't possibly happen. And he called on a Friday
at six pm. He said, guys, I need you. I
don't know if I can possibly retire now what do
I do?
Speaker 3 (04:16):
You know? I need you here?
Speaker 2 (04:18):
And I said, hey, Dave, you know on Monday or
we already have our meetings scheduled for the day, but
I could be at your house at nine o'clock at
night on Monday. And he lives two and a half hours. Oh,
you know from where we're at in Murraysville, east of Pittsburgh.
And he said, sounds good, I'll see you there and
click hung up the phone. So Monday, the next business day,
got to his kitchen table at nine o'clock at night
and we rolled up our sleeves and put together a
(04:40):
plan in place for him. Finished at about midnight, and
about midnight him and his wife felt that they were
in a good spot. We did the work, laid everything
out for them, and got home at two o'clock in
the morning later that night. Within I would say three months,
we probably gained one hundred new clients. That's down from
that one relationship, because you know, people really want to
(05:03):
know that you care not so much what you know,
and we showed that we were willing to do anything
for our clients. And now you could trace back hundreds
of relationships to that one family, just from us doing
the work that nobody else is willing to do. It's
tough to get a lot of advisors on a zoom
let alone in somebody's kitchen two hours away at nine
o'clock at night. So just our DNA is just doing
(05:26):
the work that nobody else.
Speaker 3 (05:27):
Will do well.
Speaker 1 (05:28):
When it comes to marketing, there's nothing better than word
of mouth, for sure, and when you prove that you
can deliver, that's going to make a huge difference. Now
I noticed, and I saw that you started with a
few million in assets and now you're over a billion. Right,
How were you able to scale it that fast? Is
word abouth no.
Speaker 2 (05:48):
So it didn't take too long to realize that there's
only one of me, and I could only do so
much myself. So after we had all that explosive growth
through twenty twenty, in the beginning of two thousand and
twenty one, until I was probably working eighty to ninety
hours a week, and I was meeting with clients all day,
twelve hours a day, and then I was trying to
(06:08):
operate the business at night, seven days a week. You
can only do that so long until you're just hitting
complete max capacity unless you do something different. So I
realized that I was just going to work myself to
death forever, and we weren't going to grow any further
than what we already did if I don't work with
people instead of trying to do it all alone. So
it's at that point I realized I needed to step
(06:28):
back from just meeting with people all day and I
needed to find fifty of me that could deliver the
same level of service, the same commitment to our clients,
and provide as many solutions as possible and create a
place that would attract people that wanted to do that.
So that's when we started realizing that we had to
do that at MASS.
Speaker 3 (06:48):
So throughout that.
Speaker 2 (06:48):
Year in twenty one and twenty two, we built the
foundation of our platform that became your total solution to
be able to attract all of those types of advisors
and people that wanted to be a part of something
like that. So that involved just laying the groundwork, building
out the infrastructure, and then delivering it at MASS. And
after that was done about two years later, now we're
(07:10):
in Pennsylvania, Virginia, Maryland, we have eleven locations, we have
fifty employees in the firm, and now we're managing about
one point six billion dollars of assets today with ten
thousand clients from all over the country.
Speaker 3 (07:23):
So it just happened in a blink.
Speaker 1 (07:24):
Now we just met. We just met just fifteen twenty
minutes ago. Yep, I could tell you're a very unique.
You've got a lot of energy, thank you, and you
have a lot of spirit. And then you have a
military background, so you shortly had that a certain amount
of discipline and you have certain aspirations. Yep, how do
you find fifty other Nicks that are going to carry
(07:46):
out your vision?
Speaker 2 (07:47):
So craziest story is it's actually I found another Nick.
So his name is Nick Frizetta. So my partner in
our coo at yts rated when I was having that
call it a come to Jesus moment where I realized
I needed to do something completely different. I knew I
needed to find another visionary, the same person, of the
same beliefs, same drive I did. And I was in
(08:08):
the barber shop and talking to my barber. Men love
to just talk to their barber about all their problems.
Talk to my barber. I need to find somebody else
that can, you know, that wants to do what I
want to do. And across the barber shop comes Nick Frizetta,
who's he's also getting a haircut, talking to his barber man.
If only I could work for a company where I
could do what I want to do, and you know,
(08:30):
work as hard as possible, and you know, literally across
the shop. They connected us and at that point Nick
was working at JP Morgan Chase.
Speaker 1 (08:39):
And it.
Speaker 2 (08:40):
Actually was and for me, we had dinner and I
had this like you know, light bulb idea. It's like
I actually found another Nick that can do the exact
same thing I want to do. And I think that
in business it's very hard to do anything alone. In life, business,
anything you need you know, partners in life, I think
to do things at the highest possible level. So that's
(09:00):
where me and Nick partnered together. Nick came on, you know,
worked his butt off for a year and a half
and proved himself and then he bought into the company
and we've built that plan out to develop everybody along
the way. So you mentioned discipline my army background. I
think that a lot of CEOs and entrepreneurs around the country,
if you look, a lot of them have that military background.
(09:23):
And I think the army just taught me so many
foundational things. The biggest one would be that you actually
have no limits and you can do anything you want
to do. I've they've proved that to me ten times over.
You know, in my time in the infantry, where I
realized that your mind tells you you're done when you're
only twenty percent of the way through what you could
possibly do. And we took that discipline aspect and wanted
(09:44):
to create a brand around it. So we created our
own our own podcast, our own media company studio called
D two W or Discipline to Win, and that became
the platform for us being able to share with the
world essentially, what do we believe in, Who should you
be a as a man? How should you carry yourself
as a man, How should you treat other people? And
bring other like minded people there to you know, try
(10:07):
to share their story that we think they you know,
assimilate to us as well. And we laid the groundwork
of that foundation of discipline and the other attributes that
you have to have to work in an organization. You
have to want to work harder than everybody else, you
have to want to help people, and you want to grow.
Speaker 3 (10:24):
That is it.
Speaker 2 (10:24):
That's the culture, you know, That is the pillars that
we build our company on. And we have every day
come to work and set that standard and create opportunities
for if somebody doesn't have that, they can develop those
skills where they're put in positions to lift up a
teammate to show somebody they can carry the weight. We
bring in Navy seals do company wide, you know, three
(10:47):
hour workouts with Navy seals Monday mornings at six am.
We get together on the trail. Everyone's invited in the
company and we go and you know, run with sandbags
on our back. So I try to take that military
history mindset and simulated in a business environment, and it works.
Speaker 1 (11:03):
How many wealth managements run with sandbags on their backs?
Speaker 3 (11:06):
Zero?
Speaker 1 (11:07):
Okay?
Speaker 3 (11:07):
Zero? Yeah, they're not running anywhere? Well, yeah, right, along
with weight on their back.
Speaker 2 (11:12):
Right.
Speaker 1 (11:12):
So one of my standard questions for you would be
what sets you apart from maybe other wealth managements? And
that's obvious, that's fairly obvious. But my question is, you
know when other wealth management companies are working with the
ultra rich, right, uh, and you decided not to do that.
(11:33):
You know, ultra rich is the low hanging fruit. Why
deal with the blue collar workers and helping them? You know,
you would think it as a wealth management company, you
would make more money with the ultra rich. So why
why why include the blue collar worker? Yeah?
Speaker 2 (11:50):
I would say, like I would define the ultra rich
as fifty two one hundred million dollars of assets, and
there are there are very very few of those people.
I would say that most of those people at this
point are second, third, fourth generation wealthy to where a
lot of those people that you know now have those
assets didn't create that to where it creates a different
(12:13):
kind of mantra when you've inherited something versus created something,
to where you know, I didn't inherit anything.
Speaker 3 (12:19):
Everything that I.
Speaker 2 (12:20):
Have I've created to where I personally don't it's very
difficult to relate to identify with those people.
Speaker 3 (12:26):
The people that have always.
Speaker 2 (12:27):
Been extremely easy to relate to identify with is the
people that every single day walk out of the house
with their lunch pale and do what they need to
do for their family.
Speaker 3 (12:37):
And it's just as.
Speaker 2 (12:39):
Clear as day, I think our DNA of the culture
and fiber of our company. If you're a prospective client
in Pittsburgh in nationwide and you want to retire, and
you want to know that the company that is handling
your money knows what it took to make that.
Speaker 1 (12:54):
All right, let me ask you, so you're in your garage,
what was that piece of advice or what did you
learn that you think really truly made a difference in
where you are today.
Speaker 2 (13:05):
Yeah, I would say it goes back to the army
and there's one one event, that one moment in time
that identifies that that I can pinpoint it. And I
was in my infantry officer course in four Benning, Georgia.
And when you're being trained to be an infantry officer,
what the infantry is you close with and destroy the
enemy in the last hundred meters of the battlefield. So
you have to convince a forty man infantry platoon to
(13:28):
follow you and take the hill as they're getting shot
and do it, you know, passionately, with fierce energy. And
so to get you to be able to do that,
they want to break you down to you know nothing
and then build you back up. So it's a lot
of extremely rigorous training and usually it's like twenty two
hour days when you're going through your infantry officer training
(13:50):
and maybe like one to two hours of sleep each night,
and they basically make you go on missions until three
or four o'clock in the morning, and then you maybe
sleep from like four until like five or five thirty,
and then you do it all over again. You're traversing,
you know, fifteen twenty miles every day, and one of
those nights, middle of the week, it's probably two o'clock
in the morning. Your rucksack that's on your back is
(14:11):
you know, one hundred and twenty pounds with all of
your equipment, ammunition, weapons, everything else, and it just felt
like bone crushing weight. At that point, we'd been doing
this for months, and I had to drop down and
take a knee because I didn't think I could take
another step. And really, I was sitting in the middle
of the you know, Georgia wilderness. It's pitch black, I'm
(14:32):
on a knee, I don't even know where I'm at.
I'm following the guy in front of me, and I'm probably,
you know, fifteen miles away from any road or civilization,
and there's no option to just say I'm done, I'm
checking out, Like what are you gonna do? Like you
don't even know where you're at. So I realized that
nobody was coming to save me, nobody was coming to
help me, and I had to get up and just
take another step and another step. And it was a
(14:54):
similar moment when the market crashed thirty percent during COVID,
you know, the doors locked to the company you can't
get back in the building. You're not allowed to be
in the building. And it's the same moment of nobody's
coming to save you. Like this is corporate America, this
is business, this is capitalism, it's the free marketplace. Like
there's no government bailouts for private companies, Like it is
all on you. So the only thing I had to
(15:17):
do was take another step, do something else, take another action,
go out, don't feel sorry for yourself, go out and
into the world and talk to people and help people.
And all of those lessons learned from the army, I
think we try we try to use and instill on
our people every single day to no one cares, No
one is coming to save you. It is on you,
and that's just how we work every day.
Speaker 1 (15:38):
Has your military background helped you in becoming a leader
for the organization.
Speaker 3 (15:43):
Oh for sure.
Speaker 2 (15:43):
Biggest thing is I always say to everybody, is whenever
somebody thinks there's a problem, and if someone's only ever
worked in business, they've never been in the military, to them,
it's a disaster, you know what I mean, Like the
place is burning down, it's a disaster. And I always
sort of smile whenever somebody thinks that there's some monumental
problem going on, And I say, you're wearing a suit
(16:06):
or a skirt, you're sitting in an air condition office,
you're not sweating, you slept in a bed last night,
you're not getting shot at. What else do you want
to know? We're good, Like, we'll figure it out, We'll
do this in this like. It is not the end
of the world. It could be one hundred times worse.
We are lucky to just be in the position we're
at to get to make decisions that are going to
(16:28):
impact people in a positive way or help people. So
I would say that's the biggest thing, is to be
able to provide context and clarity to people and show
them that it's okay. Because in the army, when you're
an infantry officer and the first bullet that starts firing,
you have forty sets of eyes that look great at
you and they're waiting for you to make a decision,
and they're also evaluating the expressions on your face of
(16:51):
are you freaked out and worried? Because if you're freaked
out worried, everyone else is like, we're screwed. So you
have to in the face of any amount of adversity.
Even though ninety percent of the time you don't know
the right decision. People just want you to make a
decision confidently and not show that weakness, show that confidence,
show that you know discipline and that decision making prowess
around you, and people just want to know, okay, it's
(17:12):
safe to follow then. And I would say as a leader,
that's how the Army shaped me is it made me
comfortable being uncomfortable when I didn't know the right answer.
But what I just practiced over and over and over
again with you know, leading hundreds and hundreds of soldiers
in the military, is you just got to be able
to make a decision and then do it with violence
of action and do it passionately, and everyone's going to
(17:34):
be like, all right, let's go, and you know they're
good to go. Then they people want to know it's okay.
So if you are just making a decision, tell them
it's going to be okay, ninety percent of the time,
they're going to be okay and follow you as well.
Speaker 1 (17:46):
You mentioned Nick, but tell us a little bit more
about your your your team.
Speaker 3 (17:50):
Yeah, absolutely so.
Speaker 2 (17:52):
If you look on our website, one of the things
that I'm most proud of our team is the amount
of women in leadership positions. So throughout our company we
have have you know, almost fifty people now, people of
every background, And I would say that's the thing that
again is another differentiator with us than your typical blue
chip wealth management company. Everyone in leadership has the same certifications,
(18:14):
the same education. It's all finance economics, finance economics, accounting.
Speaker 3 (18:18):
You know, maybe a law rarely here and there.
Speaker 2 (18:21):
And when you have an organization that all has the
exact same background, you don't get innovative ideas. You don't
see innovation. Everyone does what they think they should do.
In our company, if you look at all of our
leadership's background, you have psychology degrees, you have music degrees,
you have theater degrees, you have biology degrees, you have
no degree. All people from all walks of life and
(18:42):
different backgrounds are chief of staff. Gabby's in the studio
with us today. Gabby was the chief of staff at
a private aviation company. Now she's the chief of staff
at a wealth management company. All of this correlates to
where you have people from different walks of life providing
different opinions, different lenses, different points of views, and that's
that's how we continue to innovate and not get stagnant.
(19:03):
And people think it's cheesy, but I always say that
YTS is the same as America, and that's what makes
America great. It's people from all over the world, and
what do they call them when they get here? An American.
People at YTS are from all different backgrounds, but once
they get there, you're one of us, like it's us
against the world. So I would say that that is
the most unique thing about our team is there's no set,
(19:25):
you know, background amount of experience that anyone has to have.
Most of the people in our organization came with no
or little experience from a completely different industry and that
has continued to elevate us and help take us to
the next level.
Speaker 1 (19:37):
You started in a garage, yep, and then you have
one point six billion dollars in assets. Now what's the future?
Speaker 3 (19:44):
Yeah, so the future is bright.
Speaker 2 (19:46):
So I can tell you that right now, our biggest
markets is the Greater Pittsburgh region and then the DC
metro area, So we have a very large team in DC,
and then our headquarters is out of here in Pittsburgh,
and then the bulk of the team is in Pittsburgh.
Over the next three years, we're going to go to
ten billion dollars of assets in the Pittsburgh region, which
will make us the largest independent wealth management firm in Pittsburgh.
(20:09):
After we you know, secure that amount of market share
in Pittsburgh, we're gonna start replicating that all over the country.
Speaker 3 (20:14):
So DC will be next after that.
Speaker 1 (20:17):
So you don't have any lofty plans at all, that's.
Speaker 3 (20:21):
Right, Yeah, that's right. Yeah.
Speaker 2 (20:23):
What I would like to say, and you brought a
good point right there, is for us it is plans.
It's not you know, goals, dreams, aspirations. It's literally mission
plans and always something that I tell clients, something that
I tell anybody. There's so many people out there that say, man,
I'd love to make it one day, or I'd love
to you know, be wealthy or be rich one day.
But then they just stop and they just hope that
(20:45):
they can continue on through life and that something like
that is just going to magically happen to them. For us,
we plan everything and I like, I see exactly where
we're going to go, and then you just work backwards. Okay, like,
let's look, what do you need to be at that level. Okay,
then let's work backwards from there. What do you need
to be at that level? And then you can start
to connect the dots of the roadmap that you have
(21:06):
to drive down to get to where you want to go.
So you hit the nail on the head. With us,
it is a plan. It's a mission plan that we're
going to execute. It's not an aspiration, not a dream,
not a goal to where. It's not a matter of
I hope we're there or I wonder if we're going
to get there. It's we're going to execute on this plan.
And it's either going to take us two and a
half years or it's going to take us four and
a half years because of the how bumpy the road
(21:28):
is on the way to get there. Can't necessarily plan
for everything, and no plan survives first contact. They're getting
punched in the face. For us, it is about our
ability to continue to adapt and not slow down or
along the way and just continue to be driving one
hundred mile an hour down the road.
Speaker 1 (21:42):
What's your plan to give back to the community.
Speaker 2 (21:45):
Yeah, so I started doing that right away. So we
bought the business in January of twenty twenty.
Speaker 3 (21:50):
I think.
Speaker 2 (21:51):
By May of twenty twenty, I started a scholarship that
I called the Suba Trojan Spirit Scholarship, which is my
alba mater, Johnstown High. There were so many people in
my life that didn't give me financial resources, but gave
me love, coaching, you know, opportunities, drove me places, you know,
help me, you know, be thankful for my grandparents forever.
(22:14):
You know, use their jcpenny credit card to help me
get a suit, you know what I mean, like all
those things along the way, like somebody poured into me
so and myself made absolutely, but did people help me
with opportunities?
Speaker 3 (22:25):
Did they help me with advice? Like absolutely?
Speaker 2 (22:28):
And whenever I speak now in front of people, I
always say that if you look at people that make
it in life and are successful, you can highlight one
or two people that poured into them, that just loved
them and cared about them. I think just having somebody
that's just constantly there checking in to make sure you're
doing the right thing, that loves you is all you
need in life to be successful. I think where kids
(22:50):
or people get into bad spots is when they have
you know, nobody there making sure they're doing the right thing.
So I wanted to give back to you know, kids
in any way I possis could. So I started at Johnstown.
Every year I give a scholarship to at least one
or you know, two or three senior football players at
Johnstown for college. And then recently I started because I
(23:12):
noticed some kids I would give the scholarship, then a
year later they're dropping out of college. So I'm like,
how can I try to be different and be there
for kids to make sure that they finish and get
that college degree. So then I started, Okay, you get
the scholarship up front, and then if you actually graduate
from college, I'll pay off ten thousand dollars of your
student loans. And that's that incentive to you know, finish
(23:33):
the job and make it to the finish line. So
the first person that I rolled out for, I think
he'll be graduating in about six months, So that'll be
awesome to follow through with that. I think so many
people give a scholarship, they take a picture and then
it's sign are you know you never hear from them
or see him from them again?
Speaker 3 (23:49):
To where to me?
Speaker 2 (23:50):
The mentorship piece and the follow up is even more
important than the upfront funds so it started with you know, Johnstown.
Then it went to Lockha in to where I started
a grant at my alma mater, which is lock Haven University,
for students to encourage them to get into the finance industry.
I started a grant that would you fund all of
their licensing and testing and everything like that. And the
(24:12):
most exciting thing that we've done philanthropically that we're going
to just blow out of the water is we got
involved with a lot of grade school kids in the
McKeesport Homestead munhul area where we our company, did a
summer program where these kids got the shadow all kinds
of different people in organization throughout the summer, teach them
(24:32):
life skills, building a resume, budgeting all these different things
that a lot of kids don't learn in school, and
just staying with them through the summer where kids can
get in trouble and instead of them being into negative,
you know types of environments, it was a very positive,
structured environment all summer.
Speaker 3 (24:49):
And then at the.
Speaker 2 (24:49):
End of the summer, all these kids got to you know,
create their own businesses, sell a product something that they
could use in life. And so I announced this year
that we're going to do a shar Tank type scholarship
going forward every year where every summer the you know,
winning business that gets created out of this summer program,
we'll do a scholarship for those kids and their ages
you know, probably like six to fifteen fas. So, yeah,
(25:13):
it's awesome. So I think I always say what do
I want to do when I grow up? You know,
I'm always thinking what do I want to do down
the road, And it's gonna be just working with kids
and helping kids in you know, one hundred more different
ways than we already are, because that is the future.
You know, We've got to be focused on just bringing
along this next generation and make sure that in a
(25:33):
world as noisy as ours is today of negative things
going on, that we continue to highlight the kids that
are doing positive things and give them reasons to continue
down that road instead of a reason to go down
the wrong path.
Speaker 1 (25:45):
All Right, We've covered a lot of ground. Is there
anything that we left out that you want people to
know about YTS?
Speaker 3 (25:52):
Yes.
Speaker 2 (25:53):
The last thing I'll close with on YTS and the
last words I'll leave anybody with listening is you deserve better.
If you're a client or a person that's already working
with a wealth management group that you don't really identify with,
you know, in the Pittsburgh region or really nationwide, to
where you're not taken care of. People think they're better
than you. They talk over you, they don't provide you
(26:14):
the service you need. You deserve better. If you are
an employee in the industry or a financial advisor and
you're left alone, you don't have the resources you need,
you don't see a path or a vision ahead, you
deserve better. Every day, our team is working as hard
as they possibly can to deliver people with the respect,
dignity and service that they deserve and to lead them
into the financial future. So that's what I'll close with
(26:37):
everyone out there. You deserve better. Come to YTS to
see what is actually possible.
Speaker 1 (26:42):
All right. If somebody wants your services or needs your services,
what's your website.
Speaker 2 (26:45):
Yep, ytswealth dot com. They can look up the website
and see where the closest YTS location is to you.
We have locations all over Pittsburgh, all over Virginia, all
over Maryland. And then it calls seven two four seven
three three three four.
Speaker 1 (27:01):
Nick Subitch of YTS Wealth Management and definitely a CEO
you Should Know Neck, Thank you so.
Speaker 3 (27:05):
Much, Thank you very much, appreciate it.
Speaker 1 (27:07):
This has been the CEOs you Should Know podcast, showcasing
businesses that are driving our regional economy, part of iHeartMedia's
commitment to the communities we serve. I'm Johnny Heartwell, thank
you so much for listening.
And welcome man. This is the CEOs You Should Know podcast.
I'm your host, Johnny Hartwell, let's say hello to Nick
Soubic of YTS Wealth Management. Thank you for joining me.
Thanks for having me, Johnny, So tell us everything we
need to know about your company.
Speaker 2 (00:17):
For sure, YTS Wealth Management we stand for your total solution.
Started here raid in Pittsburgh, and I think that we
are the Pittsburgh wealth management company for what the people
of Pittsburgh want out of their wealth managers. Just like
everybody kind of brags in the industry about we only
take clients with a million dollars or five hundred thousand dollars,
(00:37):
our company could not be different from that. We have
no minimums for the amount of assets we manage because
the city of Pittsburgh is a blue collar, hardworking town.
I'm from a steel town right outside of Pittsburgh and Johnstown, PA,
and came from absolutely nothing. Grandfather was a steel worker,
you know, everyone in my family with steel workers. To
(00:58):
where I wanted to create a wealth management firm for
the everyday person that needs a little bit of help
and wasn't born with a silver spoon in their mouth
like half the other wealth management companies in town. So
at yts we provide not just wealth management for the
ultra high networth or the ultra rich, but for the
everyday people as well, and take it a little bit
(01:20):
further in delivering not just the wealth management, but the tax,
the insurance, the estate planning, the financial planning. We wanted
to provide all of the solutions in one place, to
provide synchrony for our clients.
Speaker 1 (01:33):
All right, So tell us the history of the company.
Speaker 2 (01:35):
Yeah, absolutely so, never would have thought I would have
been in wealth management, never a plan of my life.
A commissioned in college as an army infantry officer. So
if you would take me ten eleven years ago, all
the only thing in the world I wanted to do
was to lead infantrymen and take the next till and
that correlated really well to business. So it did not
(01:59):
take long for me to realize that I probably could
do the same thing in business that I could in
the military. And found myself buying out a retiring financial
advisor January first of twenty twenty, and then three months
later got smacked in the mouth when COVID happened, and
I just took out all this debt and this loan
and then my doors were closed three months later. So,
(02:22):
just like any other good business origin story, it started
in my garage and we had a plastic folding table,
and I threw a tie on my golden doodle every morning,
and we went to work and operated, you know, out
of my garage on the phones in the mail. And
I saw COVID as such an opportunity because in our industry,
(02:46):
a lot of financial advisors are known for how low
is their golf handicap, you know, how they kind of
brag almost about how little they work. And I decided
this is an opportunity to go the other way while
everyone else has taken a knee, taking this as a
gap year just on the golf course every day. We decided,
when the rest of the world shuddered and stopped working,
(03:08):
we were going to put the foot on the gas
and get outside and go and meet people right where
they are in life. So our my garage office turned
into a truck office and out of a Ford F
one fifty, we put you know, sixty seventy thousand miles
on the truck that year, driving all over Pennsylvania, Virginia,
(03:28):
West Virginia, Maryland, and one client at a time built
the start of what I never could have imagined would
be yts that year.
Speaker 1 (03:36):
All right, So what was the tipping point? What was that?
That that moment where things changed for you?
Speaker 2 (03:41):
Yeah, it was we started with, you know, a client
base that we purchased of, you know, a handful couple
hundred clients, and one of them who wasn't a believer.
And hey, here's the young guys that are in, you know,
their late twenties coming in. What could they possibly know?
What could they do to help me? He called on
a Friday because when COVID happened, the mar it fell
through the floor. You know, it was down thirty percent
(04:02):
one month. The guy was trying to retire and now
thought that was all a pipe dream, you know, that
it couldn't possibly happen. And he called on a Friday
at six pm. He said, guys, I need you. I
don't know if I can possibly retire now what do
I do?
Speaker 3 (04:16):
You know? I need you here?
Speaker 2 (04:18):
And I said, hey, Dave, you know on Monday or
we already have our meetings scheduled for the day, but
I could be at your house at nine o'clock at
night on Monday. And he lives two and a half hours. Oh,
you know from where we're at in Murraysville, east of Pittsburgh.
And he said, sounds good, I'll see you there and
click hung up the phone. So Monday, the next business day,
got to his kitchen table at nine o'clock at night
and we rolled up our sleeves and put together a
(04:40):
plan in place for him. Finished at about midnight, and
about midnight him and his wife felt that they were
in a good spot. We did the work, laid everything
out for them, and got home at two o'clock in
the morning later that night. Within I would say three months,
we probably gained one hundred new clients. That's down from
that one relationship, because you know, people really want to
(05:03):
know that you care not so much what you know,
and we showed that we were willing to do anything
for our clients. And now you could trace back hundreds
of relationships to that one family, just from us doing
the work that nobody else is willing to do. It's
tough to get a lot of advisors on a zoom
let alone in somebody's kitchen two hours away at nine
o'clock at night. So just our DNA is just doing
(05:26):
the work that nobody else.
Speaker 3 (05:27):
Will do well.
Speaker 1 (05:28):
When it comes to marketing, there's nothing better than word
of mouth, for sure, and when you prove that you
can deliver, that's going to make a huge difference. Now
I noticed, and I saw that you started with a
few million in assets and now you're over a billion. Right,
How were you able to scale it that fast? Is
word abouth no.
Speaker 2 (05:48):
So it didn't take too long to realize that there's
only one of me, and I could only do so
much myself. So after we had all that explosive growth
through twenty twenty, in the beginning of two thousand and
twenty one, until I was probably working eighty to ninety
hours a week, and I was meeting with clients all day,
twelve hours a day, and then I was trying to
(06:08):
operate the business at night, seven days a week. You
can only do that so long until you're just hitting
complete max capacity unless you do something different. So I
realized that I was just going to work myself to
death forever, and we weren't going to grow any further
than what we already did if I don't work with
people instead of trying to do it all alone. So
it's at that point I realized I needed to step
(06:28):
back from just meeting with people all day and I
needed to find fifty of me that could deliver the
same level of service, the same commitment to our clients,
and provide as many solutions as possible and create a
place that would attract people that wanted to do that.
So that's when we started realizing that we had to
do that at MASS.
Speaker 3 (06:48):
So throughout that.
Speaker 2 (06:48):
Year in twenty one and twenty two, we built the
foundation of our platform that became your total solution to
be able to attract all of those types of advisors
and people that wanted to be a part of something
like that. So that involved just laying the groundwork, building
out the infrastructure, and then delivering it at MASS. And
after that was done about two years later, now we're
(07:10):
in Pennsylvania, Virginia, Maryland, we have eleven locations, we have
fifty employees in the firm, and now we're managing about
one point six billion dollars of assets today with ten
thousand clients from all over the country.
Speaker 3 (07:23):
So it just happened in a blink.
Speaker 1 (07:24):
Now we just met. We just met just fifteen twenty
minutes ago. Yep, I could tell you're a very unique.
You've got a lot of energy, thank you, and you
have a lot of spirit. And then you have a
military background, so you shortly had that a certain amount
of discipline and you have certain aspirations. Yep, how do
you find fifty other Nicks that are going to carry
(07:46):
out your vision?
Speaker 2 (07:47):
So craziest story is it's actually I found another Nick.
So his name is Nick Frizetta. So my partner in
our coo at yts rated when I was having that
call it a come to Jesus moment where I realized
I needed to do something completely different. I knew I
needed to find another visionary, the same person, of the
same beliefs, same drive I did. And I was in
(08:08):
the barber shop and talking to my barber. Men love
to just talk to their barber about all their problems.
Talk to my barber. I need to find somebody else
that can, you know, that wants to do what I
want to do. And across the barber shop comes Nick Frizetta,
who's he's also getting a haircut, talking to his barber man.
If only I could work for a company where I
could do what I want to do, and you know,
(08:30):
work as hard as possible, and you know, literally across
the shop. They connected us and at that point Nick
was working at JP Morgan Chase.
Speaker 1 (08:39):
And it.
Speaker 2 (08:40):
Actually was and for me, we had dinner and I
had this like you know, light bulb idea. It's like
I actually found another Nick that can do the exact
same thing I want to do. And I think that
in business it's very hard to do anything alone. In life, business,
anything you need you know, partners in life, I think
to do things at the highest possible level. So that's
(09:00):
where me and Nick partnered together. Nick came on, you know,
worked his butt off for a year and a half
and proved himself and then he bought into the company
and we've built that plan out to develop everybody along
the way. So you mentioned discipline my army background. I
think that a lot of CEOs and entrepreneurs around the country,
if you look, a lot of them have that military background.
(09:23):
And I think the army just taught me so many
foundational things. The biggest one would be that you actually
have no limits and you can do anything you want
to do. I've they've proved that to me ten times over.
You know, in my time in the infantry, where I
realized that your mind tells you you're done when you're
only twenty percent of the way through what you could
possibly do. And we took that discipline aspect and wanted
(09:44):
to create a brand around it. So we created our
own our own podcast, our own media company studio called
D two W or Discipline to Win, and that became
the platform for us being able to share with the
world essentially, what do we believe in, Who should you
be a as a man? How should you carry yourself
as a man, How should you treat other people? And
bring other like minded people there to you know, try
(10:07):
to share their story that we think they you know,
assimilate to us as well. And we laid the groundwork
of that foundation of discipline and the other attributes that
you have to have to work in an organization. You
have to want to work harder than everybody else, you
have to want to help people, and you want to grow.
Speaker 3 (10:24):
That is it.
Speaker 2 (10:24):
That's the culture, you know, That is the pillars that
we build our company on. And we have every day
come to work and set that standard and create opportunities
for if somebody doesn't have that, they can develop those
skills where they're put in positions to lift up a
teammate to show somebody they can carry the weight. We
bring in Navy seals do company wide, you know, three
(10:47):
hour workouts with Navy seals Monday mornings at six am.
We get together on the trail. Everyone's invited in the
company and we go and you know, run with sandbags
on our back. So I try to take that military
history mindset and simulated in a business environment, and it works.
Speaker 1 (11:03):
How many wealth managements run with sandbags on their backs?
Speaker 3 (11:06):
Zero?
Speaker 1 (11:07):
Okay?
Speaker 3 (11:07):
Zero? Yeah, they're not running anywhere? Well, yeah, right, along
with weight on their back.
Speaker 2 (11:12):
Right.
Speaker 1 (11:12):
So one of my standard questions for you would be
what sets you apart from maybe other wealth managements? And
that's obvious, that's fairly obvious. But my question is, you
know when other wealth management companies are working with the
ultra rich, right, uh, and you decided not to do that.
(11:33):
You know, ultra rich is the low hanging fruit. Why
deal with the blue collar workers and helping them? You know,
you would think it as a wealth management company, you
would make more money with the ultra rich. So why
why why include the blue collar worker? Yeah?
Speaker 2 (11:50):
I would say, like I would define the ultra rich
as fifty two one hundred million dollars of assets, and
there are there are very very few of those people.
I would say that most of those people at this
point are second, third, fourth generation wealthy to where a
lot of those people that you know now have those
assets didn't create that to where it creates a different
(12:13):
kind of mantra when you've inherited something versus created something,
to where you know, I didn't inherit anything.
Speaker 3 (12:19):
Everything that I.
Speaker 2 (12:20):
Have I've created to where I personally don't it's very
difficult to relate to identify with those people.
Speaker 3 (12:26):
The people that have always.
Speaker 2 (12:27):
Been extremely easy to relate to identify with is the
people that every single day walk out of the house
with their lunch pale and do what they need to
do for their family.
Speaker 3 (12:37):
And it's just as.
Speaker 2 (12:39):
Clear as day, I think our DNA of the culture
and fiber of our company. If you're a prospective client
in Pittsburgh in nationwide and you want to retire, and
you want to know that the company that is handling
your money knows what it took to make that.
Speaker 1 (12:54):
All right, let me ask you, so you're in your garage,
what was that piece of advice or what did you
learn that you think really truly made a difference in
where you are today.
Speaker 2 (13:05):
Yeah, I would say it goes back to the army
and there's one one event, that one moment in time
that identifies that that I can pinpoint it. And I
was in my infantry officer course in four Benning, Georgia.
And when you're being trained to be an infantry officer,
what the infantry is you close with and destroy the
enemy in the last hundred meters of the battlefield. So
you have to convince a forty man infantry platoon to
(13:28):
follow you and take the hill as they're getting shot
and do it, you know, passionately, with fierce energy. And
so to get you to be able to do that,
they want to break you down to you know nothing
and then build you back up. So it's a lot
of extremely rigorous training and usually it's like twenty two
hour days when you're going through your infantry officer training
(13:50):
and maybe like one to two hours of sleep each night,
and they basically make you go on missions until three
or four o'clock in the morning, and then you maybe
sleep from like four until like five or five thirty,
and then you do it all over again. You're traversing,
you know, fifteen twenty miles every day, and one of
those nights, middle of the week, it's probably two o'clock
in the morning. Your rucksack that's on your back is
(14:11):
you know, one hundred and twenty pounds with all of
your equipment, ammunition, weapons, everything else, and it just felt
like bone crushing weight. At that point, we'd been doing
this for months, and I had to drop down and
take a knee because I didn't think I could take
another step. And really, I was sitting in the middle
of the you know, Georgia wilderness. It's pitch black, I'm
(14:32):
on a knee, I don't even know where I'm at.
I'm following the guy in front of me, and I'm probably,
you know, fifteen miles away from any road or civilization,
and there's no option to just say I'm done, I'm
checking out, Like what are you gonna do? Like you
don't even know where you're at. So I realized that
nobody was coming to save me, nobody was coming to
help me, and I had to get up and just
take another step and another step. And it was a
(14:54):
similar moment when the market crashed thirty percent during COVID,
you know, the doors locked to the company you can't
get back in the building. You're not allowed to be
in the building. And it's the same moment of nobody's
coming to save you. Like this is corporate America, this
is business, this is capitalism, it's the free marketplace. Like
there's no government bailouts for private companies, Like it is
all on you. So the only thing I had to
(15:17):
do was take another step, do something else, take another action,
go out, don't feel sorry for yourself, go out and
into the world and talk to people and help people.
And all of those lessons learned from the army, I
think we try we try to use and instill on
our people every single day to no one cares, No
one is coming to save you. It is on you,
and that's just how we work every day.
Speaker 1 (15:38):
Has your military background helped you in becoming a leader
for the organization.
Speaker 3 (15:43):
Oh for sure.
Speaker 2 (15:43):
Biggest thing is I always say to everybody, is whenever
somebody thinks there's a problem, and if someone's only ever
worked in business, they've never been in the military, to them,
it's a disaster, you know what I mean, Like the
place is burning down, it's a disaster. And I always
sort of smile whenever somebody thinks that there's some monumental
problem going on, And I say, you're wearing a suit
(16:06):
or a skirt, you're sitting in an air condition office,
you're not sweating, you slept in a bed last night,
you're not getting shot at. What else do you want
to know? We're good, Like, we'll figure it out, We'll
do this in this like. It is not the end
of the world. It could be one hundred times worse.
We are lucky to just be in the position we're
at to get to make decisions that are going to
(16:28):
impact people in a positive way or help people. So
I would say that's the biggest thing, is to be
able to provide context and clarity to people and show
them that it's okay. Because in the army, when you're
an infantry officer and the first bullet that starts firing,
you have forty sets of eyes that look great at
you and they're waiting for you to make a decision,
and they're also evaluating the expressions on your face of
(16:51):
are you freaked out and worried? Because if you're freaked
out worried, everyone else is like, we're screwed. So you
have to in the face of any amount of adversity.
Even though ninety percent of the time you don't know
the right decision. People just want you to make a
decision confidently and not show that weakness, show that confidence,
show that you know discipline and that decision making prowess
around you, and people just want to know, okay, it's
(17:12):
safe to follow then. And I would say as a leader,
that's how the Army shaped me is it made me
comfortable being uncomfortable when I didn't know the right answer.
But what I just practiced over and over and over
again with you know, leading hundreds and hundreds of soldiers
in the military, is you just got to be able
to make a decision and then do it with violence
of action and do it passionately, and everyone's going to
(17:34):
be like, all right, let's go, and you know they're
good to go. Then they people want to know it's okay.
So if you are just making a decision, tell them
it's going to be okay, ninety percent of the time,
they're going to be okay and follow you as well.
Speaker 1 (17:46):
You mentioned Nick, but tell us a little bit more
about your your your team.
Speaker 3 (17:50):
Yeah, absolutely so.
Speaker 2 (17:52):
If you look on our website, one of the things
that I'm most proud of our team is the amount
of women in leadership positions. So throughout our company we
have have you know, almost fifty people now, people of
every background, And I would say that's the thing that
again is another differentiator with us than your typical blue
chip wealth management company. Everyone in leadership has the same certifications,
(18:14):
the same education. It's all finance economics, finance economics, accounting.
Speaker 3 (18:18):
You know, maybe a law rarely here and there.
Speaker 2 (18:21):
And when you have an organization that all has the
exact same background, you don't get innovative ideas. You don't
see innovation. Everyone does what they think they should do.
In our company, if you look at all of our
leadership's background, you have psychology degrees, you have music degrees,
you have theater degrees, you have biology degrees, you have
no degree. All people from all walks of life and
(18:42):
different backgrounds are chief of staff. Gabby's in the studio
with us today. Gabby was the chief of staff at
a private aviation company. Now she's the chief of staff
at a wealth management company. All of this correlates to
where you have people from different walks of life providing
different opinions, different lenses, different points of views, and that's
that's how we continue to innovate and not get stagnant.
(19:03):
And people think it's cheesy, but I always say that
YTS is the same as America, and that's what makes
America great. It's people from all over the world, and
what do they call them when they get here? An American.
People at YTS are from all different backgrounds, but once
they get there, you're one of us, like it's us
against the world. So I would say that that is
the most unique thing about our team is there's no set,
(19:25):
you know, background amount of experience that anyone has to have.
Most of the people in our organization came with no
or little experience from a completely different industry and that
has continued to elevate us and help take us to
the next level.
Speaker 1 (19:37):
You started in a garage, yep, and then you have
one point six billion dollars in assets. Now what's the future?
Speaker 3 (19:44):
Yeah, so the future is bright.
Speaker 2 (19:46):
So I can tell you that right now, our biggest
markets is the Greater Pittsburgh region and then the DC
metro area, So we have a very large team in DC,
and then our headquarters is out of here in Pittsburgh,
and then the bulk of the team is in Pittsburgh.
Over the next three years, we're going to go to
ten billion dollars of assets in the Pittsburgh region, which
will make us the largest independent wealth management firm in Pittsburgh.
(20:09):
After we you know, secure that amount of market share
in Pittsburgh, we're gonna start replicating that all over the country.
Speaker 3 (20:14):
So DC will be next after that.
Speaker 1 (20:17):
So you don't have any lofty plans at all, that's.
Speaker 3 (20:21):
Right, Yeah, that's right. Yeah.
Speaker 2 (20:23):
What I would like to say, and you brought a
good point right there, is for us it is plans.
It's not you know, goals, dreams, aspirations. It's literally mission
plans and always something that I tell clients, something that
I tell anybody. There's so many people out there that say, man,
I'd love to make it one day, or I'd love
to you know, be wealthy or be rich one day.
But then they just stop and they just hope that
(20:45):
they can continue on through life and that something like
that is just going to magically happen to them. For us,
we plan everything and I like, I see exactly where
we're going to go, and then you just work backwards. Okay, like,
let's look, what do you need to be at that level. Okay,
then let's work backwards from there. What do you need
to be at that level? And then you can start
to connect the dots of the roadmap that you have
(21:06):
to drive down to get to where you want to go.
So you hit the nail on the head. With us,
it is a plan. It's a mission plan that we're
going to execute. It's not an aspiration, not a dream,
not a goal to where. It's not a matter of
I hope we're there or I wonder if we're going
to get there. It's we're going to execute on this plan.
And it's either going to take us two and a
half years or it's going to take us four and
a half years because of the how bumpy the road
(21:28):
is on the way to get there. Can't necessarily plan
for everything, and no plan survives first contact. They're getting
punched in the face. For us, it is about our
ability to continue to adapt and not slow down or
along the way and just continue to be driving one
hundred mile an hour down the road.
Speaker 1 (21:42):
What's your plan to give back to the community.
Speaker 2 (21:45):
Yeah, so I started doing that right away. So we
bought the business in January of twenty twenty.
Speaker 3 (21:50):
I think.
Speaker 2 (21:51):
By May of twenty twenty, I started a scholarship that
I called the Suba Trojan Spirit Scholarship, which is my
alba mater, Johnstown High. There were so many people in
my life that didn't give me financial resources, but gave
me love, coaching, you know, opportunities, drove me places, you know,
help me, you know, be thankful for my grandparents forever.
(22:14):
You know, use their jcpenny credit card to help me
get a suit, you know what I mean, like all
those things along the way, like somebody poured into me
so and myself made absolutely, but did people help me
with opportunities?
Speaker 3 (22:25):
Did they help me with advice? Like absolutely?
Speaker 2 (22:28):
And whenever I speak now in front of people, I
always say that if you look at people that make
it in life and are successful, you can highlight one
or two people that poured into them, that just loved
them and cared about them. I think just having somebody
that's just constantly there checking in to make sure you're
doing the right thing, that loves you is all you
need in life to be successful. I think where kids
(22:50):
or people get into bad spots is when they have
you know, nobody there making sure they're doing the right thing.
So I wanted to give back to you know, kids
in any way I possis could. So I started at Johnstown.
Every year I give a scholarship to at least one
or you know, two or three senior football players at
Johnstown for college. And then recently I started because I
(23:12):
noticed some kids I would give the scholarship, then a
year later they're dropping out of college. So I'm like,
how can I try to be different and be there
for kids to make sure that they finish and get
that college degree. So then I started, Okay, you get
the scholarship up front, and then if you actually graduate
from college, I'll pay off ten thousand dollars of your
student loans. And that's that incentive to you know, finish
(23:33):
the job and make it to the finish line. So
the first person that I rolled out for, I think
he'll be graduating in about six months, So that'll be
awesome to follow through with that. I think so many
people give a scholarship, they take a picture and then
it's sign are you know you never hear from them
or see him from them again?
Speaker 3 (23:49):
To where to me?
Speaker 2 (23:50):
The mentorship piece and the follow up is even more
important than the upfront funds so it started with you know, Johnstown.
Then it went to Lockha in to where I started
a grant at my alma mater, which is lock Haven University,
for students to encourage them to get into the finance industry.
I started a grant that would you fund all of
their licensing and testing and everything like that. And the
(24:12):
most exciting thing that we've done philanthropically that we're going
to just blow out of the water is we got
involved with a lot of grade school kids in the
McKeesport Homestead munhul area where we our company, did a
summer program where these kids got the shadow all kinds
of different people in organization throughout the summer, teach them
(24:32):
life skills, building a resume, budgeting all these different things
that a lot of kids don't learn in school, and
just staying with them through the summer where kids can
get in trouble and instead of them being into negative,
you know types of environments, it was a very positive,
structured environment all summer.
Speaker 3 (24:49):
And then at the.
Speaker 2 (24:49):
End of the summer, all these kids got to you know,
create their own businesses, sell a product something that they
could use in life. And so I announced this year
that we're going to do a shar Tank type scholarship
going forward every year where every summer the you know,
winning business that gets created out of this summer program,
we'll do a scholarship for those kids and their ages
you know, probably like six to fifteen fas. So, yeah,
(25:13):
it's awesome. So I think I always say what do
I want to do when I grow up? You know,
I'm always thinking what do I want to do down
the road, And it's gonna be just working with kids
and helping kids in you know, one hundred more different
ways than we already are, because that is the future.
You know, We've got to be focused on just bringing
along this next generation and make sure that in a
(25:33):
world as noisy as ours is today of negative things
going on, that we continue to highlight the kids that
are doing positive things and give them reasons to continue
down that road instead of a reason to go down
the wrong path.
Speaker 1 (25:45):
All Right, We've covered a lot of ground. Is there
anything that we left out that you want people to
know about YTS?
Speaker 3 (25:52):
Yes.
Speaker 2 (25:53):
The last thing I'll close with on YTS and the
last words I'll leave anybody with listening is you deserve better.
If you're a client or a person that's already working
with a wealth management group that you don't really identify with,
you know, in the Pittsburgh region or really nationwide, to
where you're not taken care of. People think they're better
than you. They talk over you, they don't provide you
(26:14):
the service you need. You deserve better. If you are
an employee in the industry or a financial advisor and
you're left alone, you don't have the resources you need,
you don't see a path or a vision ahead, you
deserve better. Every day, our team is working as hard
as they possibly can to deliver people with the respect,
dignity and service that they deserve and to lead them
into the financial future. So that's what I'll close with
(26:37):
everyone out there. You deserve better. Come to YTS to
see what is actually possible.
Speaker 1 (26:42):
All right. If somebody wants your services or needs your services,
what's your website.
Speaker 2 (26:45):
Yep, ytswealth dot com. They can look up the website
and see where the closest YTS location is to you.
We have locations all over Pittsburgh, all over Virginia, all
over Maryland. And then it calls seven two four seven
three three three four.
Speaker 1 (27:01):
Nick Subitch of YTS Wealth Management and definitely a CEO
you Should Know Neck, Thank you so.
Speaker 3 (27:05):
Much, Thank you very much, appreciate it.
Speaker 1 (27:07):
This has been the CEOs you Should Know podcast, showcasing
businesses that are driving our regional economy, part of iHeartMedia's
commitment to the communities we serve. I'm Johnny Heartwell, thank
you so much for listening.
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