Sam: Hi, everyone. I'm your host, Sam Sivarajan, and welcome to
today's episode of The Future Ready Advisor. Today I'm here
with John Prendergast, founder of Blue Leaf, a wealth
management software firm with a focus on client engagement and
experience. John, welcome to the show.
John: Hey, Sam. Thanks for having me, man. I'm very excited
for this conversation.
Sam: Me as well. Let me quickly introduce you to our audience.
John is the co-founder and CEO of Blue Leaf, and he also serves
as the chief product officer. He is an experienced entrepreneur
and senior executive as well as an active startup advisor. He's
been part of six founding teams leading the product management,
marketing and finance functions, and it is his background in
banking and wealth management that has shaped that vision for
Blue Leaf. John I'm looking forward to this conversation. I
think client experience and client engagement is so
important in our industry and technology is going to play a
really critical part. But before we dive in, let's start. You've
had a diverse career before becoming the CEO of Blue Leaf.
Can you tell us a little bit about your professional journey
and what led you to start Blue Leaf?
John: Yes. Diverse. Some would say unfocused, though. For me,
I'd say I have always followed my muse, and I've been lucky
enough to operate at a pretty high level in in what I've tried.
And, you know, I've always loved finance. And I actually paid my
way through college and by training and made a fair amount
of money in the very early days of Apple and I got hooked. And
that's been a theme throughout. But of course, college for me
was a computer science degree and an economics degree. So I've
always combined those two things and then immediately while I'm
in school, I decided I know majoring in computer science and
economics. So what I'm going to do is I'm going to open a
restaurant and I became one of the first Boston Chicken
franchisees, if you remember that business became Boston
Market and eventually was bought by McDonald's. But at I love
business just generally, I love building teams and I love
finance. And so I've explored all various aspect of of those
businesses. I spent a couple of years as an advisor, so I knew
how hard it really is. And I know that I'm not cut out for
that. But combining that understanding and my knowledge
of software and product development, that's what
eventually led to.
Sam: What niche or hole in the market led you to create Blue
Leaf? What is it? What is the problem that Blue Leaf is
solving in your view?
John: Sure. I mean, when you talk creation, this is a very
different time. We've been around since 2011, 2012 when we
first served our very first customers. And at the time, the
idea of an interactive client portal was actually novel that
was new. And so that's sort of where we started. And that's
been a thread throughout. Which is why we talk about client and
engagement being sort of our North Star, because we believe
that everything that an advisor does is about the client. If
you're doing reporting, it's about the client. If you're
doing trading and rebalancing, it's about the client. Even if
you're doing billing in some back office processes, you can
draw a direct line from whatever you do in your practice all the
way out to the client. So, so that's what guides us. We think
about how do we help the advisor do more and better for their
clients, how do we enable them to do what they do and be more
focused? And a big piece of that, we realized, is how engaged
clients were with their advisors and how it was very challenging
for advisors to stay in touch with clients at the cadence that
is now required. And so so that became a real area of specialty
for us, an area of focus. And and really everything we do is
about supporting that that mission so that advisors can
better serve their clients.
Sam: One of the ways that advisors serve clients is this
idea of touch points with clients. And
John: Yeah.
Sam: when we talked before, you mentioned that a good target
number was it. To me an astounding number is a 70 to 75
engagements a year. And you make the point, which I totally agree
with, that quarterly statements and yearly reviews are not
enough anymore. Can you talk a little bit about that?
John: Yeah, sure. So I'm going to up that ante. I'm going to
say that actually double that would be ideal. So up to 150
touch points a year and that is what many of the very fastest
growing advisors in the industry do. And it's what Jason Wenk did,
the founder of Altruist, who was a customer of ours, and we
really learned from people like him. But if you think about it
to two things. One, if you imagine, you know, this 365 days
a year, maybe you send out four quarterly reports, you might do
an annual meeting or annual update with a couple of other
touch points. You might get 15 touch points a year on in a
typical advisory firm done traditionally. And so that
leaves, you know what, 380 days a year where your clients are
not hearing from you. So what is your service? What's your your
your your service offering your services? Actually, silence.
That's what you're delivering to clients. You're delivering
silence, yet results, etc.. But that implies that the client
will take those scattered touchpoints and put it together.
That, Oh yeah, I need to pay attention to the results Sam's
giving me. And that just isn't the way that people work. At the
same time, the world has moved on and world has really changed.
Where if you think about services like Netflix or
Facebook, my guess is you have an email or another message in
your inbox or on your mobile phone that has pinged you to
give you a suggestion or some other value added connection to
you that might tell you something great to watch on
television tonight. And that might tell you your friend just
did X and Y and Z. And we're used to being contacted almost
daily by most of our favorite services and advice, just
conceptually, advisors still live in the land of the thing
that I personally do with my client. And what we're
suggesting is the client engagement paradigm has shifted.
It's much bigger. It's how does you how do you engage, but how
does your firm engage, how to other employees engage with
clients? It's how do you create content that engages clients?
It's how do you support simple messaging and simple reporting
that engages clients so that they're hearing from you two or
three different times a week, but in different ways. I made a
post the other day on LinkedIn and got a comment, you know, my
God, I can't imagine. Come and go, you know, connecting with my
clients that frequently and then I laid it out how? Well, once a
week it might be the firm sending an email. Once a week it
might be a report that sent automatically once a week or,
you know, every other week. It might be an update about a
service that you delivered or another another member of your
team sending a video saying, Hey, Sam, we just did this for you.
Just wanted to let you know. And none of those are redundant.
They don't feel like you're hitting them over and over. I
think conceptually where we where we break and we really
think it's bad and clients would hate it is when we think about
sending the same message over and over and over again. And
that is not at all what we're recommending. No one would would
want that. What we're talking about is finding a way to make
your services more integrated with the life of your client.
Sam: I really like that. John. to your point, it's not about
hitting them over the head with the same message. It's about
being creative, imaginative and unobtrusive. One of the things
that you mentioned when we chatted before that really hit
home with me is this idea of noisy service. Can you talk a
little bit about that as as a as a way of dealing with this kind
of touch point issue that we talked about?
John: Absolutely. We love the idea of noisy service. So if
you've never heard of noisy service, this is the idea that
most of the things that you do in your firm for clients are
silence. That, again, is the service you're tending to
provide. It's it's. It's nothing. It's that tree falling in the
forest. But what noisy service does is it says, okay, add 30 to
60 seconds on that, that moment of service in the back office
that might be a quick review of accounts. It might be a quick
analysis to see if if something needs a rebalance and then
simply report that to the client, maybe grabbing your phone and
doing a quick little video that says, Hey, Sam, we just reviewed
your accounts. We were trying to see if they need to be
rebalanced. They look really great, Keep doing what you're
doing and just want to check in. Whoops. And and you you touch
them. Now you've made an intangible service, white,
tangible. Not only that, but you've started to create a
relationship potentially beyond you with the rest of your firm,
with your service teammates and the people who also support your
clients. It is a complete game changer. And we use a video
service called Loom to do this. There are others. You could do
it, and advisors that are doing this today have reported all
kinds of benefits. The advisor gets their time back. The
clients more comfortable talking to other other service members.
The the client refers more because they feel like they're
getting more service, even though it's the same amount of
services before. They just know about it for the first time in
most cases. So that's noisy service.
Sam: I want to pick up on something that you mentioned,
this is the emails that you get from Netflix or Spotify that
we've suddenly become used to, And this is the idea of an
engagement loop that
John: Yes.
Sam: Netflix or Spotify does. Can you explain the term and
expand on how Blue Leaf captures that concept in the financial
advice world and helps advisors create those sort of engagement
loops?
John: Yeah, absolutely. So if you think about most client
portals or even mobile apps, they are kind of standalone
experiences and they sit and they wait for somebody to show
up because, oh, that client must have a better question. But
Facebook isn't sitting there waiting for you to show up.
They're reaching out. Netflix isn't sitting there waiting for
you to show it. They're reaching out, reminding you of the value
available to you and then creating simple ways for you to
connect back. Right. So it's that outreach with a simple way
to connect back that creates the loop of engagement. And with
that, you can see engagement rates skyrocket, client
satisfaction skyrocket. And we believe that all systems should
be doing this. But of course that isn't the case. And maybe
that's my product background come to come to bear here. But
what we wanted to do is make sure that advisors were
delivering to their clients the very best possible experience.
And where you see that is in consumer services around the web.
So we took that concept and we applied it squarely to a
financial advisory business.
Sam: That's an interesting concept, And when you were
talking, it reminded me of my own experience. So I've signed
up for a credit monitoring app, and something as mundane and
relatively one dimensional as your credit rating and what's
happening to your credit rating. This apps sends me one email a
week at least, to say, hey, there is potential, new credit
card that I could sign up for or say There has been activity in
my credit report and, do I want to engage with it? So the idea
of sending I would say, different types of touch points
that encourages the client to at least have the choice whether
they choose to engage with that or at the very least, it's a
passive reminder that, I've got a team of a wealth advisor and
their team working for me. Even when I'm not paying attention. I
don't have to do anything more than just see that email, delete
it. But I still register in my brain that I'm getting a touch
point and I reach out for my firm. My advisor.
John: Right. And I think the trick here and you used a really
good example because in that example, you both had service
oriented message and then promotional messaging and
generally what we're recommending to most advisors is
to, you know, severely limit the promotional messaging. What you
want is lots and lots of value added content. So it might be an
automated report that just simply says, you know, this is
how your your your likelihood of your succeeding in your plan
changed over the last month. It could be a message. That's the
here's how your balance sheet changed or here's what happened
this week in your account. Three very, very, very, very simple
and it could also be on the content side. It could be you
take your marketing, which most good marketing is going to be
problem solution oriented. You know, did you just receive our
use? Did you know that our issues can create a tax problem
for you? If if so, here's the ways that you need to think
about it. You should give us a call and we can help you and
connect you with a tax professional, that sort of thing.
Problem, solution oriented content, that's a very value add
it, right? So so we think it's more about the value added touch
points with information about how to solve problems,
information about what's happening in my accounts,
information about the kind of services we are providing to you,
even though you're not aware of them in the in the background
and in creating a volume of messaging based on that and it
becomes quite powerful. And you also set at top of mind, you
don't get referrals unless you are top of mind, right? That
just doesn't happen. And what we've seen is the consistency of
referrals really ramp up and or the volume. So it's it's quite a
powerful combination.
Sam: No, indeed. The advisers are working, as you say, when
they're delivering what they're doing, when they're providing
this quiet service. What they're not aware of in many cases are
they are aware they're actually struggling behind the scenes
with the narrative their clients are receiving from external
sources, whether it is the, the latest influencer on social
media, CNBC or Jim Cramer. so this is happening that the
client is getting influenced or inundated with these messages.
The adviser is perhaps not responding or not proactively
responding to some of those things. How do you advise
financial advisers to counteract these external influences and
maintain client trust?
John: Yeah. So when Jim Cramer honks his horn, when the latest
influencer on Tik Tok, you know, tells your client that this is
an and this is an insurance secret of the rich, you know,
we've all seen these, right? When that happens, you have to
be there. Alongside of that message, you have to be in your
client's inbox or or otherwise contacting them with what we
call a counter-narrative. So basically, this is the idea that
you need to repeatedly tell your clients story back to them and
how their money fits into the world and what's really
happening so that they have a base narrative that they hang on
to, that they then compare all of these other stupid messages
to because then. It's your narrative is their narrative,
and that is now the story that they live by. And those silly
things coming in from media are a fact finding story. The
problem when you don't show up in their inbox is the story is
created
Sam: Yup.
John: by, you know, Jim Cramer or some Tik Tok influencer and
that sort of becomes a jumbled mess
Sam: Yup.
John: in their story. And now when you say, don't worry,
that's the fact fighting the story. So we advise creating a
counter-narrative, the idea of a story, story, simple story,
right? This isn't like paragraphs, but this idea. Look,
your money is not the market. There are no secrets. There are
simple tactics that, on repeat, get you where you need to go.
And by sticking to this and being focused on the prize, eyes
on the prize, you're going to get there. Anybody who tells you
different is a charlatan and repeat, repeat, repeat, repeat.
Right. That's how you make your clients resilient to that
nonsense on tech talk.
Sam: Look, one of the interesting things is as much as
that nonsense is there on TikTok if you get that core message of
your story right, you're actually being provided
opportunities to create touchpoints or have touchpoints
with their clients. Because this narrative from Jim Cramer or
influencers, etc. is a weekly thing. I mean, you don't have to
respond every week.
John: Daily. It's daily. It's daily out there. The
Sam: You've.
John: media never sees.
Sam: An opportunity to you have an opportunity every time there
is or periodically when you get these narratives to use that as
a touchpoint. One of your hundred and 50 a year, etc.. I
use that as an opportunity to provide the counter-narrative,
but that becomes one of your touchpoints.
John: Exactly. And look, we're not saying that anybody needs to
go from, you know, 15 touch points a year to 150. But, you
know, a ten tax increase just start. Right. The thing that you
can add, right, if you if you're a new customer on blue Leaf, you
might add those automated, you know, financial updates. If
you've got marketing materials. Bill, take a look at that. Could
those be repurposed to point directly to to clients? In many
cases they can, and they'd be very value added, right? Just
find the next thing and take that one next step. Right. You
don't have to go all the way to the top of the mountain, you
know, climb up 100 feet, see? See what you think, see how the
air is. And but take it a step at a time.
Sam: Totally agree. All of this is small wins. You don't have to
run a marathon, as you know, one kilometer at a time. It isn't.
John: Exactly.
Sam: You don't run it all at once. Now, let's shift gears a
little bit. Technology is, a very important part of all
industries, but particular wealth management. But I would
say the retail or the high net worth wealth space. Technology
often gets criticized for poor service pricing and usability.
But the end of the day, if the advisor and the client are not
using the technology in the way it's designed, it's not fit for
purpose.
What would you say about that? And about a concept that I just
laid out? And how is your company addressing these issues
to provide a more seamless and efficient experience for
advisors and their clients?
John: Yeah, there's. There's a lot to unpack there, Sam. So. So
let's take the idea of. Of usability usage and usability.
You know, this is one of the reasons that we're so focused on
client engagement, right? One of the biggest complaints we hear
from advisors is I've got a I've got a portal and no one use it
uses it. And some advisors assume that's because my clients
aren't online or they don't want this because they haven't asked
for it. But of course, they're on Facebook. They're doing a
bunch of other things. So it's very clear that your clients are
online. It's just that the thing you've handed them just isn't
engaging. Right? So. So not all technology, not all client
portals are created equal. They just aren't. And it's why very
few companies like us provide engagement statistics. Ours is
right on our dashboard is we think you ought to know. So so
one is you have to actually have engaging technology for all of
this to work. The other disappointment, of course, is
pricing. Many advisors this year in particular have experienced
big price increases from some of the larger players in the
industry. Why? Because they felt like they could, right. You know,
the consolidation of TD and Schwab made everybody feel like,
oh, look, consolidation. Now there's less choice. So let's
let's, you know, jam prices up and they're pretty big price
increases. We have a pretty different philosophy at Blue
Leaf. We've held our pricing for years since 2014 when we we
haven't had a price increase. The only increases our customers
experience are if they buy additional services or if they
use the the system more. We think that's fair and it's the
right way to do business. We're not trying to gouge. We're
trying to have a fair, very long term relationship. And we've got
hundreds and hundreds of customers that have been with us
between five and ten years. So, you know, we're clearly doing
something right. You know, the other thing. Technology alone
doesn't solve these problems. Right. Technology is a tool, but
technology by itself does not create. You know, It's all right.
Drill as an example. Right. The drill by itself doesn't create
the whole. Right. You need the drill. Plus plus the person. And
so this idea of support, right, that you mentioned is really,
really critical. And everybody talks about having great support.
And but it's such a hard thing to evaluate at the outset. So we
talk a lot about our own statistics and how we've got
between 92 and 98% client satisfaction on any given month
that we have time to time to resolution of under 10 minutes
are on our queue. But I think structurally, the thing that is
so different about what we do at Blue Leaf is unlike virtually
every other provider, we actually directly support your
clients. Right? So if your clients are on our platform, you
don't support them. You don't have to deal with password reset
or questions about account aggregation or any of those
things. Our team does that for you as an extension of your team,
and that's really, really unique. And we've had to do a lot of
gymnastics to organize our team to be able to stretch that far.
Because if you think about it, that means a blue leaf support
team for the same number of customers. Our number of
advisors is is supporting somewhere between 50 and 100
times more users than your typical, you know, support team,
which we're quite proud of.
Sam: And along those lines, simplicity and product design
and incorporating the behavioral aspect of client interactions is
very important.
How do you create a simple, yet effective engagement system with
blue leaf?
John: Yeah. So if you want to create an easy to use service or
product, there's just one word you need to bear in mind.
Humility.
Now, what do I mean by that?
It is about suspending your assumptions about what that
client needs or what that user needs, what that adviser needs
in our case. You know, we we we have obviously advisers and
clients as users, and it is about actually testing that.
It's not even necessarily listening to what people say.
It's watching very carefully what they do and being humble
about what we think we know and what we don't know. And we rely
very heavily, heavily on testing in order to do that. So that is
that is a huge key because most adviser software is built in the
land of shoulds. You should have this, You should do this. You
always need this. And what we've found by being humble and
focusing on direct research is that most of those are just
illusion, just nonsense. The other thing is, and this is kind
of the bonus tip if you're trying to make something really
simple, focus on the little tiny details. And what I mean by the
little tiny details in, say, a piece of software and its
interface, little details like what is that button called?
What's that menu item labeled, Right. How many clicks do I need
to get? That's an obvious one. But the little elements of copy
and the language that you use is that the language that your your
customer uses, your client uses.
In most cases, it's the language that the product team or the
engineers thought they should use, as opposed to being careful,
very thoughtful, and again, using that as a bit of a
research element when people are using your software to figure
out is that what does that do what they thought it did based
on the name, if not, find another name, right? So that so
that the function and the intention are aligned right.
Those are those are the two things that I'd say you'd need
to do to create really simple software. And what you'll notice
is in both cases it requires a lot of extra work. Right.
There's a lot of extra research and observation and patience,
which is in short supply, particularly in technology and
it and it requires you to understand that you're going to
be wrong and be willing to iterate and fix things quickly
so that that's what we've learned.
Sam: that's a great point. And I can see the parallels from the
technology side of the equation to even the way advisors are
interacting in their practice or with their clients. I mean, this
idea of testing approaches, testing, terminology, testing
and, getting feedback from clients, what resonates with
them, what their key pain points are, there is a danger that we
all make in assuming that this is their pain point because the
industry tells us, or even assuming that the pain point
that the client expressed four years ago when they signed up
with you continues to be their pain point. So I think this idea
of testing and asking and being humble enough to say that, the
world is changing and that we need to be aware perhaps of how
that's changing is pretty critical.
John: That last point is so important. This
most experienced advisers have this sort of danger point that
they flirt with all the time, which is experience. And
experience is the enemy of humility. And what I'd ask
experienced advisers to do is to go back and recheck their
assumptions from time to time about what clients want. I don't
think your knowledge of managing money or anything that doesn't
change that much. The environment does, and you need
to keep up with that. And I would think about clients wants
and needs in a similar way, right? That's the environment
you're operating in. You can't simply assume that what people
needed 20 years ago is what they need and want today. And most
advisors take silence as a cent right silence, because my my
clients didn't ask for this. Or they didn't tell me they wanted
X, Y, Z. It's not their job to tell you what they want. It's
your job to go find out.
Sam: Totally. And as you're talking, it reminds me of an
experience I had a number of years ago at the firm. I was at
we were trying to win the CEO of a public company as a client.
And after many unsuccessful meetings, it was one of my
investment counselors who figured out that it was the
CEO's wife that made the personal decisions. So she then
started to build a relationship with the wife, and that led to a
long standing, successful billionaire client, all because,
as you said, she challenged our initial assumptions and she
looked at things. She was humble enough to look at it and sit
there and look at it clearly and objectively to say is is what we
think the case really the case? And I think experience is
important. I think it is so important. I'm such a big
believer that you learn more from experience than anything
else. But if you want to continue to learn, we always
have to have a degree or a dose of humility that sits there and
says, okay, is this still the case? Right? Is this still the
right belief in this case?
John: And experience can lead to assumptions, Right? And to me,
one of the greatest business lessons I've ever learned came
from a movie in the seventies. The Bad News Bears, Right. If
you've if you've never seen it, there's a there's a scene where
they talk about no assuming because assuming makes an ass
out of you and me. And I replay that an awful lot in my in my
business life, because every time I've gotten bitten, it's
because there was an assumption that went unchallenged.
Sam: True. Too true. What's the most important lesson you've
learned about client engagement throughout your career?
John: The most important lesson about client engagement is that
they don't
register all of the messages you think you're sending
that
maybe one out of three or four messages lands and they remember
it. Maybe if you're really, really, really lucky. So even if
you are sending 100 touchpoints a year, they might register that
you've sent them. You know, a couple of times a month. I know
that sounds insane. It's showing up in your inbox. But people
aren't thinking about you.
Sam: Mm hmm.
John: And that's actually the point.
Sam: Mm hmm.
John: Right. No one cares about what you're what you're doing or
the things that you've done. They care about their life. They
care about their problems. And it's only when you're present,
when they need something like what you've got, where they
connect the two. Otherwise, it's just noise and it just gets
suppressed. So you need to be there an awful lot to make them
feel like you're there even a little bit.
Sam: That's an interesting point. So because they're not
registering to all of your outreach or engagements. one
solution, as you say, is to send and to end up with the less that
they're getting. Is there something in the content or the
type of messaging or how your messaging that can help,
increase, call it the open rates or the registering rates that
their clients may have?
John: See, we're not talking about that. What we're talking
about is human behavior and human cognition. And I don't
know if there's an advisor out there who knows how to change
that. Man, we need to talk. I bet there's $1,000,000,000
product in that. But this is simply the way that people work.
Right. If you think about the example of the Netflix or
Facebook services that we've talked about.
Even as many messages as you receive. My guess is you can't
recount that many. When you think about it, yeah, I see them
often, but you have no idea how frequently it just. It doesn't.
It doesn't stay. It doesn't stick. Right. What sticks is the
sense that that's a service. That I'm connected with, that
that's touching me frequently. So, yes, you want to increase
the relevance of individual messages? Absolutely. No
question. But there's a real limit to how much one message is
going to be perfect and it's going to land and everyone's
going to cheer. No one cheers for your content. No one's going
to cheer. Oh, wow. That is a great quarterly report. Have you
ever seen that happen? Of course not. That that is. That just
isn't how people work. But people remember how you make
them feel. They don't remember the facts. But they remember how
you make them feel and how you make them feel when you're
sending out value added messages about them, about their money,
about problems they may have, about things you've done for
them. They feel cared for. They are sure you care about them.
And many advisors do a good job at making their clients feel
cared for. Don't get me wrong. But this is another way to
ensure across the entire client base, if you've got 100 200
clients that they feel that this is the way to systematize
Sam: And scale.
John: that sense of caring and scale it. Yeah, exactly.
Sam: On that note, can you give an example of how an adviser
that you work with has used your platform to transform their
client service model? What, perhaps might have been their
specific challenges? And how did Blue Leaf's platform help them
overcome them.
John: Sure. This is actually an older story, but it's one of my
favorite favorites because it was it was well ahead of its
time. But the best transformational story that that
comes to mind for me about how Blu leaf changed a business or a
service model for an advisor is an advisor. You know, $100
million firms, a good sized firm, not huge, not not small. Who
wanted to simplify their quarterly reporting process.
They came to us for automated reporting, very traditional need.
And within about six months, I saw a story on the Wall Street
Journal, their online edition, that highlights advisors. And it
was a story about this advisor who killed the quarterly report
and and essentially eliminated the traditional quarterly report
in form in favor of more frequent touch points. And this
saved that firm. I think what she told me at the time was a 3
to 4 man days a month that they were that they were spending to
sort of make sure that all of this stuff was was together. And
more importantly, she said, was it really ratcheted up their
growth and their referrals.
Sam: Great.
John: So you land on the cover of the Wall Street Journal and
your business is better off. That feels like a win win win.
Sam: Sounds like it to me. John We're coming to the end of our
podcast, so I have a few final rapidfire questions for you that
I ask all my.
John: Sure.
Sam: So number one, professionally, what is the most
important lesson you've learned over the years?
John: Systems thinking. So everything that we do or operate
in is part of a larger system, which is why so many things that
we attempt have unintended consequences. And if we start by
thinking about the end goal we want and trying to understand
the system we're operating in. We tend to be much more
effective. There was a wonderful book by a guy named Peter Sanga
called The Fifth Discipline. It is about systems thinking. It
changed the way I viewed the world. And I would highly
recommend it.
Sam: Right. I know the book and I totally agree. It's a
wonderful book. What is one practical tip you would offer
listeners keen on applying your insights on client engagement?
John: Pick up on either noisy service as a model or on
repurposing your marketing content to be problem solution
focused and sending that to your clients. Either one will get you
another 25 to 50 touch points a year and your clients will be
better off. You could always come to blue if and get some
other automated stuff, But. But those things are things you can
do right now to day to change the way that you engage with
clients.
Sam: It's been a great discussion. If listeners want to
learn more about you or find out about your work, where do they
go?
John: Easiest place is LinkedIn. I'm just, you know, John
Prendergast is my handle on LinkedIn. We're active there
every day and it's very easy to get hold of me there.
Sam: Awesome. John, thank you for joining us today on the
Future-Ready Advisor podcast.
John: My pleasure. It was really fun.