June 11, 2025 • 26 mins
Anders Jones is the co-founder and Chief Executive Officer of Facet. Since the company’s founding in 2016, Anders has had overall responsibility for the strategy and execution of the company’s mission, and has been responsible for raising more than $200m in outside capital to fuel Facet’s growth. Prior to Facet, Anders was a founding partner of Argyle Ventures, an early-stage venture capital partnership with a focus on investing in startups in emerging tech ecosystems. He has led investments in advertising, technology, fintech, healthcare IT, and consumer products companies. Before founding Argyle, Anders was an early team member at LiveRamp, the data connectivity platform which was acquired by Acxiom for $310 million, where he managed strategic partnerships and business development, and has been involved as an investor or advisor in many other startups in Silicon Valley. Anders holds a Bachelor's degree from Stanford University and an MBA from the Wharton School.
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Speaker 1 (00:00):
M and T Bank presents CEOs you Should Know, powered
by iHeartMedia.
Speaker 2 (00:05):
Let's meet Anders Jones. He is the CEO and co
founder of Facet, a financial planning company offering a variety
of services to help individuals manage their finances. They provide
expert financial advice, personalized financial planning, and access to financial experts,
all at a flat fee memberships. Before we talk more
with Anders about his company, I first asked him to
talk a little bit about himself, where he's from, and
(00:27):
his origin story.
Speaker 3 (00:28):
A group in Boston went to Stanford undergrad and graduated
in the spring of two thousand and nine, which you know,
up until for the spring of twenty twenty was arguably
the worst possible time to graduate.
Speaker 1 (00:39):
I think seventy five percent of my class didn't have
a job.
Speaker 3 (00:42):
So I ended up joining the early team of a
startup that was kind of the only thing to do
out there at the time, And so was on the
early team of a company that eventually became known as
live Ramp, which is in the advertising technology space right now,
it's a public list of companies, so very early on
got exposure to the entreprenurial journey and being a startup
(01:05):
guy and was there for four years.
Speaker 1 (01:08):
We actually ended up selling it to.
Speaker 3 (01:11):
A company called Axiom, which then Stuffs Gouly spun it
out into a bubblic company. But got an early taste
for entrepreneurship and havn't worked back since.
Speaker 2 (01:20):
Well, listen, you know I know that, you know because
I had a kid just go through college, and I
remember with my college years and sometimes you're figuring out
what you're trying to do. And you mentioned about how
auspicious was when you were getting out into the real world,
and you probably had a plan, but it sounds like
you had to pivot. And I was talking this series
in this when we talked to entrepreneurs and people that
are leading companies that pivoting during tough times is absolutely
(01:43):
imperative to do. Also taking chances, and there's a lot
of other buzzwords that we use out there, But it
sounds like you really had to pivot. Can you talk
a little bit about that, because you know, when you
always have a plan and it doesn't come to fruition,
you either have to you know what, or get off
the pod.
Speaker 1 (01:57):
Tell us about that.
Speaker 3 (02:00):
Yeah, I mean, I think that's that's definitely true. You know,
certainly in my career, I thought that I was going
to go work on Wall Street when I was in college,
and that that didn't end up happening, and you know,
I ended up in the tech world. And now, funny enough,
given that I run a fine company, I'm like, sort of,
you know, have a foot in both camps. It's funny
(02:20):
how that that sort of unfolded the way that it didn't.
Speaker 1 (02:24):
But but you.
Speaker 3 (02:25):
Know, i'd say personally, certainly there were pivots, and then
also you know, professionally, when I think about some of
the things that we've done at Faster. When we first
started the company, we had a totally different go to
market strategy that we invested a lot of time and
resources in and you know, spend millions of dollars pursuing
and then you know, about two and a half years
in one day, we just woke up and realized, you
know what, this isn't working, and you know, you kind
(02:46):
of have to to really kind of walk away from
these some costs.
Speaker 1 (02:50):
And it's a very painful thing.
Speaker 3 (02:52):
You know, sometimes you get tied up emotionally where it's
like this is something that I thought would work, and
having to admit that you're wrong.
Speaker 1 (02:59):
That's a really hard thing for a lot of people
to do.
Speaker 3 (03:02):
But then there's also the sort of practical and you know,
financial and logistical aspects of that. I mean, you know,
it impacted jobs, it impacted uh, you know, certainly are
our finances. But then ultimately we found the right path
and you know, the rest has been a success story.
Speaker 1 (03:18):
But yeah, I know it's it's.
Speaker 3 (03:21):
Going in and I think you know, the sort of
axiom that I always follow is followers seek truth.
Speaker 1 (03:27):
Right.
Speaker 3 (03:28):
It's like, it's actually better to find what is what
is accurate than to be right, And I think that's
that served us pretty well in the last few years.
Speaker 2 (03:37):
All right, well, your CEO and co founder are fast.
We're going to talk a lot about mission, what you do,
your programs, your capabilities, and everything about the company. But
I always like to start from the origin of the idea.
Speaker 3 (03:47):
You.
Speaker 2 (03:47):
Obviously, you and your partners and people that are on
the team saw a hole in the industry that maybe, hey, listen,
I think we might have an id here where it's
not being service properly. I think we can execute something
here that could be cool. Can you talk about actually
the org into the idea of the company for sure.
Speaker 3 (04:01):
So after we sold Librand, one of the guys who
was on the board againamed Patrick mckennay and I.
Speaker 1 (04:09):
Had worked really closely together, you know.
Speaker 3 (04:12):
In a variety of of of roles at Librand, and
we said, hey, you know what, let's keep working together.
So we did some early stage investing together. We were
looking at at companies outside of Silicon Valley.
Speaker 1 (04:25):
We both lived in San Francisco at the time.
Speaker 3 (04:27):
And so that's actually funny enough what led us to Baltimore,
and you know, part of the Orchard story of Facets.
I moved there in twenty fifteen kind of sight unseen
and started a company there. But you know, we were like,
all right, let's you know, let's invest in companies, but
let's really look for an opportunity in a space that
we both you know, have a lot of passion about,
(04:48):
where we can build a company that really helps people.
You know, coming out of the ad tech world where
you know, you're basically optimizing ad spend by you know,
single digit basis points. You know, the idea of doing
something much more mission oriented where you could actually impact
people's lodge in a positive way really resonated and so
this was twenty fourteen twenty fifteen timeframe. The first there's
(05:11):
a lot going on in the fintech and wealth tech space,
you know, the first set of robo advisors like wealth
Front and Betterment and Personal Capital. They were getting a
lot of attention and a lot of funding, and so
we were kind of naturally drawn to that area. And
then what happened was in twenty fifteen, the Obama administration
tried to pass a rule called the Fiduciary Rule, and
basically it was a rule that, had it passed, would
(05:34):
have said that a financial advisor was now legally obligated
to act in the best interest of their clients. So
like crazy amountent Number one is like, this isn't a rule.
Even crazier is that that rule didn't pass, And so
to this day, it's actually not a blanket requirement that
a financial advisor acts in their client's best interests. But
(05:54):
when that was sort of all up for debate, the
industry pushback was, if you do that, you're going to
lose about eight million households are going to lose certain
advisor relationship because the advisor can't afford to both service
them and activist interest at the same time, which was
to me just a very crazy sort of public admission
from the industry that yeah, you know what, we're screwing
(06:14):
eight million of our clients. But honestly, it's better that
they get screwed than to not have.
Speaker 1 (06:18):
Access to an advisor.
Speaker 3 (06:20):
And I think the sort of you know, second order
points there are Number one, there's a huge cost problem
in the industry right the cost of high quality financial
advice is way too high to both buy and to
deliver it. And the number two is that the business
model is jacked that you know, the asset based you know,
charging a charging a client a fee on your assets
(06:41):
only works if the client has a lot of assets.
And guess what, there are tens of millions of households
out there that don't have a huge amount of savings
but still desperately need access to high quality financial advice.
So we put all those pieces together. That's when we
sort of came up with the idea of FACET, which
is subscription based financial advice focus on people that don't
(07:01):
have the investable asset level to be interesting to a
traditional advisor, and also at a much lower cost and
in a totally unconflicted way, where we can legitimately say
we are the only thing we care about is acting
in your best interests. And that's the that's the company
we came up with. And you know, we're almost ten
years in and we've stayed very true to those to that.
Speaker 2 (07:22):
Mission well outstanding. I appreciate you sharing all of that. Well,
let's do this. Let's talk about mission and vision and
I don't know if they've changed over the last decade,
but what are they today?
Speaker 3 (07:30):
So, I mean, we exist to help millions of Americans
live better financial lives and by extension, live better lives
in general. Because you could very easily draw to draw
the line that you know, if you if your finances
are in order, you just have a better life, you know,
sort of rip large. So you know, we we again
(07:50):
sort of focus on a very underserved market. The folks
that we're working with is about seventy million households in
the US. You know, it's people that don't have millions
of dollars that really a traditional advisor wouldn't work with
them on. And we really see money as a means
to an end. You know, we don't exist to manage
money and charge fees on it. We exist because we
(08:11):
think that we can help people manage their overall financial
life in a better way and just lead to a
you know, a happier life today and you know, thirty
years in the future when they retire. And so you know,
that's why we exist. And you know, I'm really proud
of of the work that we've done. Right now, we
work about fifteen thousand households across the country, and every
(08:35):
single person at the company is you know, about one
hundred and seventy of us so for right now, and
you know, every single person at the company is here
because of some connection to that core mission. And you know,
we celebrate our members' successes on a daily basis and
it's a great reason to get up every morning.
Speaker 2 (08:54):
And as you were talking about this a little bit earlier,
but if you were to give everybody a thirty thousand
foot view and they're being introduced to FAST for the
first time, would you tell them you exactly do so.
Speaker 3 (09:03):
We do financial planning on a subscription basis. So if
you work with us, you work with a dedicated certified
financial planner. That person is an employee of FACET. They
are trained in our method of doing things. We will
look at everything in your life that money touches. So
you want to talk about your cash flow, we'll help
you with that. You want to talk about the trade
(09:26):
off between sending your kid to private school versus taking
care of your aging parents' healthcare bills, we'll talk about that.
Speaker 1 (09:34):
If you want us to manage your money, we'll do
it for you.
Speaker 3 (09:36):
We won't charge anything extra for it, and we will
and it's not a requirement to work with us. And
you can imagine there's fifty more topics that we know
that we can help you with. But at the end
of the day, what we do is we design a
very personalized and dynamic roadmap for you so that you
can think about your financial life today and often too
(09:56):
the future and feel like real certainty and sort of
calm that you're on track to accomplish the goals that
you want to accomplish.
Speaker 2 (10:06):
So I'm pretty sure you've got a lot of people's
attention of how cool this idea is and mean disruptors
in the industry and underserve people that aren't able to
work with money managers and all the money that that
costed do those kind of things. With that said, can
you kind of take us through just a very easy
tutorial about how you sign up, maybe cost incurred, who
you get to talk to, and how things are managing
(10:26):
all the communication because I'm sure people are curious. I
know everything is said on the website. We're going to
give the website at the end of the interview. But
how does it all work?
Speaker 3 (10:34):
Yeah, absolutely so I'll do a quick plug or our
website now facet dot com.
Speaker 1 (10:39):
You can go, you can sign up. We have three
different service levels two.
Speaker 3 (10:44):
Thousand, three thousand, six thousand dollars a year, and you know,
it's a little bit of a choose your own adventure.
Speaker 1 (10:48):
You can kind of decide what's the level of service
you're looking for.
Speaker 3 (10:52):
You know, at the lower end, you'll work with a planner,
you'll get your roadmap, will manage money for you, and
you know, will help you with sort of all aspects
of your financial life. High end, we're doing everything up
to like you know, notarizing your state planning documents.
Speaker 1 (11:03):
It has much more to almost like a family office
feel to it.
Speaker 3 (11:07):
But you know, once you onboard, uh, you know, we
will work with you to sort of gather all of
your relevant financial data and you know step one is
getting it all into one centralized hub, you know, within
our within our dashboard, where it's like, okay, first of all,
your financial ed is now organized, so you can see
it all in one place, and that, you know, just
right out of the gates is a big value add
for a lot of folks. And then from there, you're
(11:29):
working with your advisor and you're you know, understanding, you're
you're sort of balancing, you know, what are the the
goals that you have. So we have a lot of
folks that come to us who their number one thing
is they're just starting a family, they're getting married, they're
buying their first house, they're having their first kid, and
there's so many financial decisions and implications of all of
(11:52):
those things, and so it's like, okay, how do we
how do we help you navigate those And then at
the same time, we're also putting our fiduciary lens on
things and saying, okay, you know what, you don't have
a mistate when you're about to have your first kid.
We need to help you take care of that. And
so so you kind of put those things together and
you build this roadmap, you build action items.
Speaker 1 (12:12):
We will help you take action on the advice.
Speaker 3 (12:14):
So you know, the if, for example, you don't have
a six month emergency fund to you know, to cover
six months of expenses, will help you open a highield
savings account. And again we don't make any money on that.
That's just it's the right thing to do to help
you take action on your the advice.
Speaker 1 (12:30):
That we give you.
Speaker 3 (12:31):
And then you know, over the course of your relationship
with us, like life changes and we're there for you.
Speaker 1 (12:36):
See, you can message us, you can call us.
Speaker 3 (12:38):
You know, your advisor is there to help you navigate
the ins and outs of life as it unfolds.
Speaker 2 (12:43):
I don't want to assume that there's any other company,
either domestically or worldwide, that does exactly what you and
your team do. But if there is something that's similar
out there, and you're pitching yourself to people, how you
differentiating yourself from the competition.
Speaker 3 (12:56):
The way that I would describe it is that, you know,
the service that we offer certainly exists, but it's reserved
for people with millions of dollars and so you know,
if you'll forgive me the the analogy, you know, I
like to think, I like to say that, you know,
we're sort of a version of Uber for financial services
where we're taking something that is you know, very expensive
(13:16):
and you know, uh, pretty exclusive, and we've made it
better and we've made it much more affordable and so
and so. Yeah, I mean, you know, the level of
service that I'm talking about does exist, but you just
you know, for our average member, they're not gonna they're
not gonna be able to access it.
Speaker 2 (13:34):
When you're talking to an advisor, what qualifications do they
have so everybody feels comfortable about the kind of relationship
that they have, but also that they're taking good care
of their money or they're giving them sound advice. What's
the what's the criteria for people that work for you,
that talk to your clients.
Speaker 1 (13:48):
Yeah, it's a great question.
Speaker 3 (13:49):
So we hire Certified Financial Planners, which is the CFP
designation is sort of like the highest level of credentialing
you can get in financial advice. You know, apart from
the coursework, there's like a three year apprenticeship that these
folks go through, you know, so it's a it's a
it's a very sort of specialized and highly qualified individual
and we tend to hire folks that have you know,
(14:11):
a decade plus of experience. You know, we we often
get people coming to us from places like Vanguard or
Fidelity or Schwab. You know that that you know, really
really know what they're doing. But the other thing I
would say is that you know, we've been very adamant
that you know, the success or failure of your relationship
with FACET shouldn't hinge only on the advisor that you have.
Speaker 1 (14:32):
We have a fastive way of doing things.
Speaker 3 (14:33):
We have a FACET planning philosophy, you know, and we
have a you know, one consistent and sort of replicable
journey that we put our members through. And obviously it's
very personalized depending on your situation, but you know, we're
pretty opinionated about what the right order of operations is
to to go through to make sure that you're you're
in a good spot. And so you know, at the
(14:54):
end of the day, if you know, for whatever reason,
we transition you from one advisor to another, your experience
will change.
Speaker 2 (15:00):
I wanted to ask you about the work life balance
that everybody has now and everybody's at home work, but
there's a lot of people being called back to the office,
especially where I'm calling you from in the DMV and DC.
With that set, I imagine that you're in a very
remote world. I didn't want to make any assumptions about
where all the people are, but I imagine it is
a very remote world. With that said, as you lead
(15:23):
the company and you want to make sure that everybody
has that great work life balance, but also they're executing
the vision that you want for the company, how on
earth does communication work with all your staff when it
comes to that, because that's you know, I know it's
a leadership thing and we talk about that in the series,
but I'm sure it's not an easy thing. How do
you do it?
Speaker 3 (15:40):
Yeah's a that's a tough question, and frankly it's a
moving target. We are, in fact, one hundred percent virtual.
Like I said, we abou one hundred and seventy people across.
I think we're in forty two different states at this point.
And so you know, we actually we had an office
prior to COVID Involtimore, but at this point, you know,
the genie's out of the bottle and hard to get
(16:00):
everyone back in one spot. So you know, we we
think very proactively about structured meetings and communication points and
check in so we have you know, weekly all hands.
We you know where we're doing kind of smaller you know,
like kind of sound by type updates. We have monthly
(16:23):
uh you know, monthly broader meetings, and then quarterly sort
of like the full on you know, here's the state
of the company. And then we have also been fairly
targeted about getting people together in person for very specific reasons,
and it's it's actually caused us to think pretty clearly about, Okay,
what is the type of work that is best suited
to being on your own and not commuting, and so
(16:44):
like the individual financial planning conversations that our advisors have,
like that's a good example versus one of the things
where it's like actually being in a room together will
save you, you know, days of back and forth on
Zoom and Slack, and you know those are things like
product development or the more creative you know, like like
building marketing campaigns, things like that, and so you know,
(17:07):
we're pretty balanced between you know, we know when it's
when the time is right to get people in a
room together, and we we don't hesitate on that.
Speaker 2 (17:16):
So when it comes to all the programs and the capabilities,
what are most clients saying, you know, I really need
you for this because I know you offer a lot
of different things, and you could talk about that, but
when it comes to maybe the top three, the top five,
you know, programs capability that you offer, the people say
I really need you for this. What are they talking
about to you?
Speaker 3 (17:33):
Yeah, I mean, look, the number one thing is, as
I said, it's like I'm starting a family and I
just don't really know how to even navigate this. And
so you know, we get down to like, okay, the
cost of delivering a baby is X. How are we
going to make sure that you're you know, that that
is taken care of? So that's the probably the number
one you know, frankly, managing money is actually a big
(17:57):
value add.
Speaker 1 (17:58):
We don't you know, we don't lead with that.
Speaker 3 (18:00):
As like the number one thing that we do, but
it is a huge value add for folks where it's like, hey,
you know, I'm sitting on a couple hundred thousand dollars
from an old four one k. You know, how do
I even think about putting in the market in some
sort of diversified way. And I'd say, you know, we
do do a good job there of helping people understand
that and you know, getting it in the market in
(18:22):
the right way. And then you know, and then there's
there's broader things like I say, the state planning is
a big one. Something like eighty percent of Americans don't
have an estate plan. It's crazy, and so so you know,
we we really help, you know, help help.
Speaker 1 (18:35):
With things like that.
Speaker 3 (18:36):
But as I said, you know, there is no sort
of like one size fits all. Everyone has their own
unique financial life and journey that they're going through, and
so you know, we just think about it, how do
we modularize each component of financial planning and make sure
that we can assemble it in a totally personalized way
to meet you wherever you are.
Speaker 2 (18:55):
Yeah, it's a great business model of if you don't
mind me saying, because once again, you customize it and
you have the three levels, which makes a lot of
sense depending on how much people want to spend and
invest with you, as far as how much time they
have or their knowledge of it. And I love that,
and I think people are getting the idea about what
exactly you and your team do. With all that said,
I realize the world done fire. It's twenty twenty five.
All heck is breaking looks right now, financial the markets,
(19:18):
it's in the news all the time. With that said,
are there any current challenges that present itself to you
and your team right now?
Speaker 3 (19:24):
Funny enough, what we've found is actually the crazier the
market gets, the more the more demand there is for
our services. So we actually saw it, you know, in
April when the market was really you know, going going
a y and was quite volatile.
Speaker 1 (19:40):
That was actually probably the one of the better months
that we've had. Fascinating, you know, just in terms of
new demand. Yeah, yeah, it is.
Speaker 3 (19:48):
It is a funny thing, but you know, I think
it just speaks to this idea that it's like people
value expertise, and you know, I'd also go so far
as to say, in this world where AI is becoming
increasingly prevalent, value the human to human connection. We've actually
done a lot of research on this right now where
we're trying to understand what is the perception, the consumer
perception of AI in financial planning and just someone you know,
(20:11):
people want to build a do people want to build
a or excuse me that people want to want to
work with a purely AI financial advisor. And the answer
overwhelmingly is now that people value the human to human connection.
They expect that the advisor is going to be using
some version of AI to do a better job for them,
but at the end of the day, they want the
(20:33):
human makes sense.
Speaker 2 (20:35):
I wanted to ask you about leadership and if you
can indulge me for a second, because there's a lot
of people like you from maybe ten twenty years ago
before you got your startups and you started to really
build your business over the last decade or about wondering
about what I need to do, how do I do it?
I realize that your journey is very specific to you.
But when it comes to starting up and also leadership
(20:56):
with the type of company you have that's one hundred
percent virtual. I'd love to get some advice from you
on leadership and to Startup's a.
Speaker 3 (21:03):
That's a broad question, you know, I would say as
far as starting a company and getting going, you know,
I mean, the number one piece of us I've had
is like just you just have to start doing things.
Speaker 1 (21:17):
I've seen a lot of ideas.
Speaker 3 (21:18):
I mean, as you can imagine, you know, at this point,
you know, ten years into the journey, I get a
lot of inbound from younger CEOs or you know, first
time entrepreneurs, and I see so many good ideas and
well intentioned people who are just paralyzed by this by
analysis without taking the first step.
Speaker 1 (21:38):
And I think one thing that we've done a good
job of.
Speaker 3 (21:42):
Is is really just saying, hey, you know, if we're
if we're eighty percent certain on something, it's good enough,
we're going to try it, and then we're going to
a bunch of data and feedback and iterate on it
and see what happens. But it's like until you you know,
there's what's that old thing. It's like, you know, no
plans vibes the first contact with the enemy. You actually
(22:03):
have to go into battle and have that contact so
that you can understand what the new plan needs to be.
Speaker 2 (22:07):
I'm glad you brought this up because there's something that
I would live by and I learned a long time
ago in my business in radio and television sports is
that I was kind of sitting on something. This is
years ago as I was a young program director, and
I remember my boss said, listen, I just want you
to run a play and then we'll figure it out.
And I think that's what you're saying, right one percent?
Speaker 3 (22:26):
Yeah, yeah, And you know, I think that actually actually
kind of folds nicely into the leadership question, which is
that people, at the end of the day, if you're
winning in whatever way you define that, whether you're delivering
great client outcomes, or you're hitting a target, or you're
or frankly you're you're learning and you're you're iterating, and
(22:48):
you're you're growing. That basically takes care of all your
cultural problems. You know, maybe not all, but but but
almost all of your cultural problems. And that that if
you can lead a winning team, the leadership takes care
of itself. Yeah, and so I spent a lot of
time thinking about how can I make sure that our
(23:10):
team feels like they're winning and and how how do
you make people feel fulfilled? Because if you're doing fulfilling
work and you're succeeding at it, I mean, that's that's
the winning combination right there.
Speaker 2 (23:23):
It's great advice. And I think the other thing we've
learned in the series too, that you just have to
take some chances out there and it's not always going
to work out, but it's how you respond to the
mistakes or the failures. And this goes with sports, and
it goes with life and having a family or no family,
or doing a startup. I think it's great advice. I'm
glad you shared that with our listeners. I did want
to get some final thoughts from you, and then we
want to give the website one more time. And I
(23:44):
know a lot of people are interested if you're hiring,
because you're probably looking for the best of the best,
So you can talk about that and just some moment anders,
but just some final thoughts about what we talked about
and kind of recapping everything, and then the website, Sir,
the floor is yours.
Speaker 1 (23:56):
Well, I appreciate that.
Speaker 3 (23:57):
I mean, I think that you know, we're living in
an era of immense change and opportunity. No matter how
you look at it, you know, entire industries are going
to be upended by artificial intelligence, and frankly, I think
the at the end of the day, the consumer is
going to benefit. And so you know, we happen to
have found our niche in financial planning and financial advice.
(24:20):
Fortunately it's a very big niche. So you know, I'm
very bullish on our prospects. But I think you're going
to see this across across all industries and I think
it's an incredibly exciting time. I think that you know,
like I said, consumers are going to benefit. I think,
you know, the American economy is going to benefit, and
you know, I think there's no better time than now
to be an entrepreneur starting a company and thinking about
(24:42):
disrupting a major industry.
Speaker 2 (24:45):
All right, website, and are you hiring.
Speaker 1 (24:47):
Facet dot com?
Speaker 3 (24:48):
And you better believe it at Facet dot com slash
careers if you're interested in that, we're hiring across a
bunch of different roles.
Speaker 1 (24:55):
I think we have like twenty five open positions for
something right now.
Speaker 3 (24:59):
But you know, back to my earlier point around artificial intelligence,
heavy empsis on data science and machine learning, So if
you're interested in that, come our way for sure.
Speaker 2 (25:08):
Outstanding. Well, listen, you kind of eluded this a little
bit earlier, and I was thinking this the whole time,
and when I found out about your company, I'm saying,
you guys are disruptors because there's been a place that
people can go if they have a lot of money,
But what about the people that don't. They want to
invest or do estate planning. And you've hit it really
well the nail on the head, and I'm glad that
ten years in it's a very successful company. I know
(25:29):
you have a lot more growth to go, but I
wish you nothing but the best and continued success to
you and your team. And it really was nice to
feature you Andrews on CEOs you Should Know, so thank
you so much for your time.
Speaker 1 (25:38):
Thanks Dennis, I really appreciate it.
Speaker 2 (25:39):
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Should Know is part of their ongoing commitment to building
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Speaker 2 (00:05):
Let's meet Anders Jones. He is the CEO and co
founder of Facet, a financial planning company offering a variety
of services to help individuals manage their finances. They provide
expert financial advice, personalized financial planning, and access to financial experts,
all at a flat fee memberships. Before we talk more
with Anders about his company, I first asked him to
talk a little bit about himself, where he's from, and
(00:27):
his origin story.
Speaker 3 (00:28):
A group in Boston went to Stanford undergrad and graduated
in the spring of two thousand and nine, which you know,
up until for the spring of twenty twenty was arguably
the worst possible time to graduate.
Speaker 1 (00:39):
I think seventy five percent of my class didn't have
a job.
Speaker 3 (00:42):
So I ended up joining the early team of a
startup that was kind of the only thing to do
out there at the time, And so was on the
early team of a company that eventually became known as
live Ramp, which is in the advertising technology space right now,
it's a public list of companies, so very early on
got exposure to the entreprenurial journey and being a startup
(01:05):
guy and was there for four years.
Speaker 1 (01:08):
We actually ended up selling it to.
Speaker 3 (01:11):
A company called Axiom, which then Stuffs Gouly spun it
out into a bubblic company. But got an early taste
for entrepreneurship and havn't worked back since.
Speaker 2 (01:20):
Well, listen, you know I know that, you know because
I had a kid just go through college, and I
remember with my college years and sometimes you're figuring out
what you're trying to do. And you mentioned about how
auspicious was when you were getting out into the real world,
and you probably had a plan, but it sounds like
you had to pivot. And I was talking this series
in this when we talked to entrepreneurs and people that
are leading companies that pivoting during tough times is absolutely
(01:43):
imperative to do. Also taking chances, and there's a lot
of other buzzwords that we use out there, But it
sounds like you really had to pivot. Can you talk
a little bit about that, because you know, when you
always have a plan and it doesn't come to fruition,
you either have to you know what, or get off
the pod.
Speaker 1 (01:57):
Tell us about that.
Speaker 3 (02:00):
Yeah, I mean, I think that's that's definitely true. You know,
certainly in my career, I thought that I was going
to go work on Wall Street when I was in college,
and that that didn't end up happening, and you know,
I ended up in the tech world. And now, funny enough,
given that I run a fine company, I'm like, sort of,
you know, have a foot in both camps. It's funny
(02:20):
how that that sort of unfolded the way that it didn't.
Speaker 1 (02:24):
But but you.
Speaker 3 (02:25):
Know, i'd say personally, certainly there were pivots, and then
also you know, professionally, when I think about some of
the things that we've done at Faster. When we first
started the company, we had a totally different go to
market strategy that we invested a lot of time and
resources in and you know, spend millions of dollars pursuing
and then you know, about two and a half years
in one day, we just woke up and realized, you
know what, this isn't working, and you know, you kind
(02:46):
of have to to really kind of walk away from
these some costs.
Speaker 1 (02:50):
And it's a very painful thing.
Speaker 3 (02:52):
You know, sometimes you get tied up emotionally where it's
like this is something that I thought would work, and
having to admit that you're wrong.
Speaker 1 (02:59):
That's a really hard thing for a lot of people
to do.
Speaker 3 (03:02):
But then there's also the sort of practical and you know,
financial and logistical aspects of that. I mean, you know,
it impacted jobs, it impacted uh, you know, certainly are
our finances. But then ultimately we found the right path
and you know, the rest has been a success story.
Speaker 1 (03:18):
But yeah, I know it's it's.
Speaker 3 (03:21):
Going in and I think you know, the sort of
axiom that I always follow is followers seek truth.
Speaker 1 (03:27):
Right.
Speaker 3 (03:28):
It's like, it's actually better to find what is what
is accurate than to be right, And I think that's
that served us pretty well in the last few years.
Speaker 2 (03:37):
All right, well, your CEO and co founder are fast.
We're going to talk a lot about mission, what you do,
your programs, your capabilities, and everything about the company. But
I always like to start from the origin of the idea.
Speaker 3 (03:47):
You.
Speaker 2 (03:47):
Obviously, you and your partners and people that are on
the team saw a hole in the industry that maybe, hey, listen,
I think we might have an id here where it's
not being service properly. I think we can execute something
here that could be cool. Can you talk about actually
the org into the idea of the company for sure.
Speaker 3 (04:01):
So after we sold Librand, one of the guys who
was on the board againamed Patrick mckennay and I.
Speaker 1 (04:09):
Had worked really closely together, you know.
Speaker 3 (04:12):
In a variety of of of roles at Librand, and
we said, hey, you know what, let's keep working together.
So we did some early stage investing together. We were
looking at at companies outside of Silicon Valley.
Speaker 1 (04:25):
We both lived in San Francisco at the time.
Speaker 3 (04:27):
And so that's actually funny enough what led us to Baltimore,
and you know, part of the Orchard story of Facets.
I moved there in twenty fifteen kind of sight unseen
and started a company there. But you know, we were like,
all right, let's you know, let's invest in companies, but
let's really look for an opportunity in a space that
we both you know, have a lot of passion about,
(04:48):
where we can build a company that really helps people.
You know, coming out of the ad tech world where
you know, you're basically optimizing ad spend by you know,
single digit basis points. You know, the idea of doing
something much more mission oriented where you could actually impact
people's lodge in a positive way really resonated and so
this was twenty fourteen twenty fifteen timeframe. The first there's
(05:11):
a lot going on in the fintech and wealth tech space,
you know, the first set of robo advisors like wealth
Front and Betterment and Personal Capital. They were getting a
lot of attention and a lot of funding, and so
we were kind of naturally drawn to that area. And
then what happened was in twenty fifteen, the Obama administration
tried to pass a rule called the Fiduciary Rule, and
basically it was a rule that, had it passed, would
(05:34):
have said that a financial advisor was now legally obligated
to act in the best interest of their clients. So
like crazy amountent Number one is like, this isn't a rule.
Even crazier is that that rule didn't pass, And so
to this day, it's actually not a blanket requirement that
a financial advisor acts in their client's best interests. But
(05:54):
when that was sort of all up for debate, the
industry pushback was, if you do that, you're going to
lose about eight million households are going to lose certain
advisor relationship because the advisor can't afford to both service
them and activist interest at the same time, which was
to me just a very crazy sort of public admission
from the industry that yeah, you know what, we're screwing
(06:14):
eight million of our clients. But honestly, it's better that
they get screwed than to not have.
Speaker 1 (06:18):
Access to an advisor.
Speaker 3 (06:20):
And I think the sort of you know, second order
points there are Number one, there's a huge cost problem
in the industry right the cost of high quality financial
advice is way too high to both buy and to
deliver it. And the number two is that the business
model is jacked that you know, the asset based you know,
charging a charging a client a fee on your assets
(06:41):
only works if the client has a lot of assets.
And guess what, there are tens of millions of households
out there that don't have a huge amount of savings
but still desperately need access to high quality financial advice.
So we put all those pieces together. That's when we
sort of came up with the idea of FACET, which
is subscription based financial advice focus on people that don't
(07:01):
have the investable asset level to be interesting to a
traditional advisor, and also at a much lower cost and
in a totally unconflicted way, where we can legitimately say
we are the only thing we care about is acting
in your best interests. And that's the that's the company
we came up with. And you know, we're almost ten
years in and we've stayed very true to those to that.
Speaker 2 (07:22):
Mission well outstanding. I appreciate you sharing all of that. Well,
let's do this. Let's talk about mission and vision and
I don't know if they've changed over the last decade,
but what are they today?
Speaker 3 (07:30):
So, I mean, we exist to help millions of Americans
live better financial lives and by extension, live better lives
in general. Because you could very easily draw to draw
the line that you know, if you if your finances
are in order, you just have a better life, you know,
sort of rip large. So you know, we we again
(07:50):
sort of focus on a very underserved market. The folks
that we're working with is about seventy million households in
the US. You know, it's people that don't have millions
of dollars that really a traditional advisor wouldn't work with
them on. And we really see money as a means
to an end. You know, we don't exist to manage
money and charge fees on it. We exist because we
(08:11):
think that we can help people manage their overall financial
life in a better way and just lead to a
you know, a happier life today and you know, thirty
years in the future when they retire. And so you know,
that's why we exist. And you know, I'm really proud
of of the work that we've done. Right now, we
work about fifteen thousand households across the country, and every
(08:35):
single person at the company is you know, about one
hundred and seventy of us so for right now, and
you know, every single person at the company is here
because of some connection to that core mission. And you know,
we celebrate our members' successes on a daily basis and
it's a great reason to get up every morning.
Speaker 2 (08:54):
And as you were talking about this a little bit earlier,
but if you were to give everybody a thirty thousand
foot view and they're being introduced to FAST for the
first time, would you tell them you exactly do so.
Speaker 3 (09:03):
We do financial planning on a subscription basis. So if
you work with us, you work with a dedicated certified
financial planner. That person is an employee of FACET. They
are trained in our method of doing things. We will
look at everything in your life that money touches. So
you want to talk about your cash flow, we'll help
you with that. You want to talk about the trade
(09:26):
off between sending your kid to private school versus taking
care of your aging parents' healthcare bills, we'll talk about that.
Speaker 1 (09:34):
If you want us to manage your money, we'll do
it for you.
Speaker 3 (09:36):
We won't charge anything extra for it, and we will
and it's not a requirement to work with us. And
you can imagine there's fifty more topics that we know
that we can help you with. But at the end
of the day, what we do is we design a
very personalized and dynamic roadmap for you so that you
can think about your financial life today and often too
(09:56):
the future and feel like real certainty and sort of
calm that you're on track to accomplish the goals that
you want to accomplish.
Speaker 2 (10:06):
So I'm pretty sure you've got a lot of people's
attention of how cool this idea is and mean disruptors
in the industry and underserve people that aren't able to
work with money managers and all the money that that
costed do those kind of things. With that said, can
you kind of take us through just a very easy
tutorial about how you sign up, maybe cost incurred, who
you get to talk to, and how things are managing
(10:26):
all the communication because I'm sure people are curious. I
know everything is said on the website. We're going to
give the website at the end of the interview. But
how does it all work?
Speaker 3 (10:34):
Yeah, absolutely so I'll do a quick plug or our
website now facet dot com.
Speaker 1 (10:39):
You can go, you can sign up. We have three
different service levels two.
Speaker 3 (10:44):
Thousand, three thousand, six thousand dollars a year, and you know,
it's a little bit of a choose your own adventure.
Speaker 1 (10:48):
You can kind of decide what's the level of service
you're looking for.
Speaker 3 (10:52):
You know, at the lower end, you'll work with a planner,
you'll get your roadmap, will manage money for you, and
you know, will help you with sort of all aspects
of your financial life. High end, we're doing everything up
to like you know, notarizing your state planning documents.
Speaker 1 (11:03):
It has much more to almost like a family office
feel to it.
Speaker 3 (11:07):
But you know, once you onboard, uh, you know, we
will work with you to sort of gather all of
your relevant financial data and you know step one is
getting it all into one centralized hub, you know, within
our within our dashboard, where it's like, okay, first of all,
your financial ed is now organized, so you can see
it all in one place, and that, you know, just
right out of the gates is a big value add
for a lot of folks. And then from there, you're
(11:29):
working with your advisor and you're you know, understanding, you're
you're sort of balancing, you know, what are the the
goals that you have. So we have a lot of
folks that come to us who their number one thing
is they're just starting a family, they're getting married, they're
buying their first house, they're having their first kid, and
there's so many financial decisions and implications of all of
(11:52):
those things, and so it's like, okay, how do we
how do we help you navigate those And then at
the same time, we're also putting our fiduciary lens on
things and saying, okay, you know what, you don't have
a mistate when you're about to have your first kid.
We need to help you take care of that. And
so so you kind of put those things together and
you build this roadmap, you build action items.
Speaker 1 (12:12):
We will help you take action on the advice.
Speaker 3 (12:14):
So you know, the if, for example, you don't have
a six month emergency fund to you know, to cover
six months of expenses, will help you open a highield
savings account. And again we don't make any money on that.
That's just it's the right thing to do to help
you take action on your the advice.
Speaker 1 (12:30):
That we give you.
Speaker 3 (12:31):
And then you know, over the course of your relationship
with us, like life changes and we're there for you.
Speaker 1 (12:36):
See, you can message us, you can call us.
Speaker 3 (12:38):
You know, your advisor is there to help you navigate
the ins and outs of life as it unfolds.
Speaker 2 (12:43):
I don't want to assume that there's any other company,
either domestically or worldwide, that does exactly what you and
your team do. But if there is something that's similar
out there, and you're pitching yourself to people, how you
differentiating yourself from the competition.
Speaker 3 (12:56):
The way that I would describe it is that, you know,
the service that we offer certainly exists, but it's reserved
for people with millions of dollars and so you know,
if you'll forgive me the the analogy, you know, I
like to think, I like to say that, you know,
we're sort of a version of Uber for financial services
where we're taking something that is you know, very expensive
(13:16):
and you know, uh, pretty exclusive, and we've made it
better and we've made it much more affordable and so
and so. Yeah, I mean, you know, the level of
service that I'm talking about does exist, but you just
you know, for our average member, they're not gonna they're
not gonna be able to access it.
Speaker 2 (13:34):
When you're talking to an advisor, what qualifications do they
have so everybody feels comfortable about the kind of relationship
that they have, but also that they're taking good care
of their money or they're giving them sound advice. What's
the what's the criteria for people that work for you,
that talk to your clients.
Speaker 1 (13:48):
Yeah, it's a great question.
Speaker 3 (13:49):
So we hire Certified Financial Planners, which is the CFP
designation is sort of like the highest level of credentialing
you can get in financial advice. You know, apart from
the coursework, there's like a three year apprenticeship that these
folks go through, you know, so it's a it's a
it's a very sort of specialized and highly qualified individual
and we tend to hire folks that have you know,
(14:11):
a decade plus of experience. You know, we we often
get people coming to us from places like Vanguard or
Fidelity or Schwab. You know that that you know, really
really know what they're doing. But the other thing I
would say is that you know, we've been very adamant
that you know, the success or failure of your relationship
with FACET shouldn't hinge only on the advisor that you have.
Speaker 1 (14:32):
We have a fastive way of doing things.
Speaker 3 (14:33):
We have a FACET planning philosophy, you know, and we
have a you know, one consistent and sort of replicable
journey that we put our members through. And obviously it's
very personalized depending on your situation, but you know, we're
pretty opinionated about what the right order of operations is
to to go through to make sure that you're you're
in a good spot. And so you know, at the
(14:54):
end of the day, if you know, for whatever reason,
we transition you from one advisor to another, your experience
will change.
Speaker 2 (15:00):
I wanted to ask you about the work life balance
that everybody has now and everybody's at home work, but
there's a lot of people being called back to the office,
especially where I'm calling you from in the DMV and DC.
With that set, I imagine that you're in a very
remote world. I didn't want to make any assumptions about
where all the people are, but I imagine it is
a very remote world. With that said, as you lead
(15:23):
the company and you want to make sure that everybody
has that great work life balance, but also they're executing
the vision that you want for the company, how on
earth does communication work with all your staff when it
comes to that, because that's you know, I know it's
a leadership thing and we talk about that in the series,
but I'm sure it's not an easy thing. How do
you do it?
Speaker 3 (15:40):
Yeah's a that's a tough question, and frankly it's a
moving target. We are, in fact, one hundred percent virtual.
Like I said, we abou one hundred and seventy people across.
I think we're in forty two different states at this point.
And so you know, we actually we had an office
prior to COVID Involtimore, but at this point, you know,
the genie's out of the bottle and hard to get
(16:00):
everyone back in one spot. So you know, we we
think very proactively about structured meetings and communication points and
check in so we have you know, weekly all hands.
We you know where we're doing kind of smaller you know,
like kind of sound by type updates. We have monthly
(16:23):
uh you know, monthly broader meetings, and then quarterly sort
of like the full on you know, here's the state
of the company. And then we have also been fairly
targeted about getting people together in person for very specific reasons,
and it's it's actually caused us to think pretty clearly about, Okay,
what is the type of work that is best suited
to being on your own and not commuting, and so
(16:44):
like the individual financial planning conversations that our advisors have,
like that's a good example versus one of the things
where it's like actually being in a room together will
save you, you know, days of back and forth on
Zoom and Slack, and you know those are things like
product development or the more creative you know, like like
building marketing campaigns, things like that, and so you know,
(17:07):
we're pretty balanced between you know, we know when it's
when the time is right to get people in a
room together, and we we don't hesitate on that.
Speaker 2 (17:16):
So when it comes to all the programs and the capabilities,
what are most clients saying, you know, I really need
you for this because I know you offer a lot
of different things, and you could talk about that, but
when it comes to maybe the top three, the top five,
you know, programs capability that you offer, the people say
I really need you for this. What are they talking
about to you?
Speaker 3 (17:33):
Yeah, I mean, look, the number one thing is, as
I said, it's like I'm starting a family and I
just don't really know how to even navigate this. And
so you know, we get down to like, okay, the
cost of delivering a baby is X. How are we
going to make sure that you're you know, that that
is taken care of? So that's the probably the number
one you know, frankly, managing money is actually a big
(17:57):
value add.
Speaker 1 (17:58):
We don't you know, we don't lead with that.
Speaker 3 (18:00):
As like the number one thing that we do, but
it is a huge value add for folks where it's like, hey,
you know, I'm sitting on a couple hundred thousand dollars
from an old four one k. You know, how do
I even think about putting in the market in some
sort of diversified way. And I'd say, you know, we
do do a good job there of helping people understand
that and you know, getting it in the market in
(18:22):
the right way. And then you know, and then there's
there's broader things like I say, the state planning is
a big one. Something like eighty percent of Americans don't
have an estate plan. It's crazy, and so so you know,
we we really help, you know, help help.
Speaker 1 (18:35):
With things like that.
Speaker 3 (18:36):
But as I said, you know, there is no sort
of like one size fits all. Everyone has their own
unique financial life and journey that they're going through, and
so you know, we just think about it, how do
we modularize each component of financial planning and make sure
that we can assemble it in a totally personalized way
to meet you wherever you are.
Speaker 2 (18:55):
Yeah, it's a great business model of if you don't
mind me saying, because once again, you customize it and
you have the three levels, which makes a lot of
sense depending on how much people want to spend and
invest with you, as far as how much time they
have or their knowledge of it. And I love that,
and I think people are getting the idea about what
exactly you and your team do. With all that said,
I realize the world done fire. It's twenty twenty five.
All heck is breaking looks right now, financial the markets,
(19:18):
it's in the news all the time. With that said,
are there any current challenges that present itself to you
and your team right now?
Speaker 3 (19:24):
Funny enough, what we've found is actually the crazier the
market gets, the more the more demand there is for
our services. So we actually saw it, you know, in
April when the market was really you know, going going
a y and was quite volatile.
Speaker 1 (19:40):
That was actually probably the one of the better months
that we've had. Fascinating, you know, just in terms of
new demand. Yeah, yeah, it is.
Speaker 3 (19:48):
It is a funny thing, but you know, I think
it just speaks to this idea that it's like people
value expertise, and you know, I'd also go so far
as to say, in this world where AI is becoming
increasingly prevalent, value the human to human connection. We've actually
done a lot of research on this right now where
we're trying to understand what is the perception, the consumer
perception of AI in financial planning and just someone you know,
(20:11):
people want to build a do people want to build
a or excuse me that people want to want to
work with a purely AI financial advisor. And the answer
overwhelmingly is now that people value the human to human connection.
They expect that the advisor is going to be using
some version of AI to do a better job for them,
but at the end of the day, they want the
(20:33):
human makes sense.
Speaker 2 (20:35):
I wanted to ask you about leadership and if you
can indulge me for a second, because there's a lot
of people like you from maybe ten twenty years ago
before you got your startups and you started to really
build your business over the last decade or about wondering
about what I need to do, how do I do it?
I realize that your journey is very specific to you.
But when it comes to starting up and also leadership
(20:56):
with the type of company you have that's one hundred
percent virtual. I'd love to get some advice from you
on leadership and to Startup's a.
Speaker 3 (21:03):
That's a broad question, you know, I would say as
far as starting a company and getting going, you know,
I mean, the number one piece of us I've had
is like just you just have to start doing things.
Speaker 1 (21:17):
I've seen a lot of ideas.
Speaker 3 (21:18):
I mean, as you can imagine, you know, at this point,
you know, ten years into the journey, I get a
lot of inbound from younger CEOs or you know, first
time entrepreneurs, and I see so many good ideas and
well intentioned people who are just paralyzed by this by
analysis without taking the first step.
Speaker 1 (21:38):
And I think one thing that we've done a good
job of.
Speaker 3 (21:42):
Is is really just saying, hey, you know, if we're
if we're eighty percent certain on something, it's good enough,
we're going to try it, and then we're going to
a bunch of data and feedback and iterate on it
and see what happens. But it's like until you you know,
there's what's that old thing. It's like, you know, no
plans vibes the first contact with the enemy. You actually
(22:03):
have to go into battle and have that contact so
that you can understand what the new plan needs to be.
Speaker 2 (22:07):
I'm glad you brought this up because there's something that
I would live by and I learned a long time
ago in my business in radio and television sports is
that I was kind of sitting on something. This is
years ago as I was a young program director, and
I remember my boss said, listen, I just want you
to run a play and then we'll figure it out.
And I think that's what you're saying, right one percent?
Speaker 3 (22:26):
Yeah, yeah, And you know, I think that actually actually
kind of folds nicely into the leadership question, which is
that people, at the end of the day, if you're
winning in whatever way you define that, whether you're delivering
great client outcomes, or you're hitting a target, or you're
or frankly you're you're learning and you're you're iterating, and
(22:48):
you're you're growing. That basically takes care of all your
cultural problems. You know, maybe not all, but but but
almost all of your cultural problems. And that that if
you can lead a winning team, the leadership takes care
of itself. Yeah, and so I spent a lot of
time thinking about how can I make sure that our
(23:10):
team feels like they're winning and and how how do
you make people feel fulfilled? Because if you're doing fulfilling
work and you're succeeding at it, I mean, that's that's
the winning combination right there.
Speaker 2 (23:23):
It's great advice. And I think the other thing we've
learned in the series too, that you just have to
take some chances out there and it's not always going
to work out, but it's how you respond to the
mistakes or the failures. And this goes with sports, and
it goes with life and having a family or no family,
or doing a startup. I think it's great advice. I'm
glad you shared that with our listeners. I did want
to get some final thoughts from you, and then we
want to give the website one more time. And I
(23:44):
know a lot of people are interested if you're hiring,
because you're probably looking for the best of the best,
So you can talk about that and just some moment anders,
but just some final thoughts about what we talked about
and kind of recapping everything, and then the website, Sir,
the floor is yours.
Speaker 1 (23:56):
Well, I appreciate that.
Speaker 3 (23:57):
I mean, I think that you know, we're living in
an era of immense change and opportunity. No matter how
you look at it, you know, entire industries are going
to be upended by artificial intelligence, and frankly, I think
the at the end of the day, the consumer is
going to benefit. And so you know, we happen to
have found our niche in financial planning and financial advice.
(24:20):
Fortunately it's a very big niche. So you know, I'm
very bullish on our prospects. But I think you're going
to see this across across all industries and I think
it's an incredibly exciting time. I think that you know,
like I said, consumers are going to benefit. I think,
you know, the American economy is going to benefit, and
you know, I think there's no better time than now
to be an entrepreneur starting a company and thinking about
(24:42):
disrupting a major industry.
Speaker 2 (24:45):
All right, website, and are you hiring.
Speaker 1 (24:47):
Facet dot com?
Speaker 3 (24:48):
And you better believe it at Facet dot com slash
careers if you're interested in that, we're hiring across a
bunch of different roles.
Speaker 1 (24:55):
I think we have like twenty five open positions for
something right now.
Speaker 3 (24:59):
But you know, back to my earlier point around artificial intelligence,
heavy empsis on data science and machine learning, So if
you're interested in that, come our way for sure.
Speaker 2 (25:08):
Outstanding. Well, listen, you kind of eluded this a little
bit earlier, and I was thinking this the whole time,
and when I found out about your company, I'm saying,
you guys are disruptors because there's been a place that
people can go if they have a lot of money,
But what about the people that don't. They want to
invest or do estate planning. And you've hit it really
well the nail on the head, and I'm glad that
ten years in it's a very successful company. I know
(25:29):
you have a lot more growth to go, but I
wish you nothing but the best and continued success to
you and your team. And it really was nice to
feature you Andrews on CEOs you Should Know, so thank
you so much for your time.
Speaker 1 (25:38):
Thanks Dennis, I really appreciate it.
Speaker 2 (25:39):
Our community partner, M and T Bank supports CEOs You
Should Know is part of their ongoing commitment to building
strong communities, and that starts by backing the businesses within them.
As a Bank for Communities, M and T believes in
dedicating time, talent, and resources to help local businesses thrive
because when businesses succeed our community, you succeed
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