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    American Dream: Interviews with Industry-Leading Professionals
    American Dream: Interviews with Industry-Leading Professionals
    American Dream: Interviews with Industry-Leading Professionals
    Ebook145 pages2 hours

    American Dream: Interviews with Industry-Leading Professionals

    By Jason Navallo

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    About this ebook

    Let's face it: Nobody becomes successful on his or her own. If you want to maximize your career potential, you have to find ways to stay inspired and motivated.

    This book includes six in-depth interviews with leading professionals from a variety of industries to provide you with the advice, inspiration, and motivation you need to achieve your goals.

    Peter Mallouk

    Peter Mallouk is the president of Creative Planning, twice named the #1 Wealth Management Firm in America by CNBC. He has been personally featured three years in a row as the #1 Independent Advisor in America by Barron’s.

    Ben Caballero

    Ben Caballero has been the top-ranked real estate professional in America since 2013 in two categories — number of real estate sales transactions, and cumulative transaction (dollar) volume — as published by the Wall Street Journal and as independently confirmed by REAL Trends. His lifetime production exceeds 20,000 sales and $6 billion, making him the most productive real estate agent in history.

    B.J. Armstrong

    This top NBA sports agent, whose clients include Derrick Rose and Draymond Green, is a former athlete and three-time NBA champion who once shared the court with basketball greats including Michael Jordan.

    Shelly Sun

    Shelly is the CEO and co-founder of BrightStar Care, a national home care and medical staffing agency with 315 locations and $350 million in annual system-wide revenue. You may also recognize her from the popular TV show Undercover Boss.

    Scott Gerber

    Scott Gerber, principal and CEO of Gerber Group, is widely viewed as a leading entrepreneur in the hospitality/food and beverage industry, appearing on shows such as CNBC's Squawk on the Street, Fox News, and CBS’s Undercover Boss.

    Liz Elting

    Liz is the co-CEO and co-founder of TransPerfect, the world's largest privately held provider of language and technology solutions for global business, with over 4,000 employees in 90 cities worldwide.

    Whether you are looking to climb the corporate ladder, become a record-breaking professional athlete, or grow your own business from the ground up, you will find the inspiration you need within the pages of this book.

    LanguageEnglish
    PublisherJason Navallo
    Release dateMar 23, 2017
    ISBN9781539089575
    American Dream: Interviews with Industry-Leading Professionals
    Author

    Jason Navallo

    Jason Navallo is a career advisor, executive recruiter, and author. He has a B.B.A. in Finance from Baruch College's Zicklin School of Business and lives in New York City.

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      Book preview

      American Dream - Jason Navallo

      American Dream

      Interviews with Industry-Leading Professionals

      Jason Navallo

      Table of Contents

      Introduction

      Peter Mallouk

      Ben Caballero

      B.J. Armstrong

      Shelly Sun

      Scott Gerber

      Liz Elting

      Introduction

      The American Dream stands for freedom. It stands for the opportunity for prosperity and success and an upward social mobility for your family and children, achieved through hard work in a society with few barriers. It’s one of the main reasons people move to the United States. However, many young Americans believe that the American Dream is dying, or that it’s already dead. In other words, they believe the opportunities their parents once had are no longer available to them.

      History shows that we’re constantly evolving, as individuals and as a society. In the workforce, the skills required for a successful career today may not be the same for tomorrow. But it’s our willingness to learn new skills, by putting in the effort to learn something new, that makes us grow as professionals, and as human beings. We must not be afraid of failure.

      This book contains six in-depth interviews I’ve conducted with some of America’s leading professionals in different industries. The focus of these interviews is around their professional lives and the habits they’ve formed that have contributed to their success, both in business and in life. I’ve also collected their thoughts on the American Dream and whether or not they believe it’s still alive. I was truly inspired by what they had to say, and I hope you’ll be inspired as well.

      Life is full of opportunities. But we must have the awareness to see them, the courage to pursue them, and the perseverance to see them through. We will face many setbacks on our journey, but it’s the determination to get back up, after we’ve been knocked down, that will make the difference between success and failure. Although industries will rise and fall, the American Dream is not dead. These interviews serve as proof.

      Peter Mallouk

      Mallouk Color Photo 2016.jpg

      Peter Mallouk is the president and chief investment officer of Creative Planning and affiliated companies. Peter’s companies provide comprehensive wealth management services to their clients, including investment management, financial planning, charitable planning, retirement plan consulting, and tax and estate planning services.

      Creative Planning provides wealth management services to high net worth clients, manages over $20 billion for clients in all fifty states and abroad, and has been featured twice as the #1 Independent Wealth Management Firm in the United States by CNBC (2014 and 2015).

      Peter is featured in every eligible listing of Barron’s as one of the Top 100 Independent Financial Advisors in America and the only advisor featured at #1 three years in a row (2013, 2014, and 2015). In every ranking since 2005, Peter is featured on Robb Report Worth Magazine’s list of the Top 100 Financial Advisors in America. Peter is featured in Boomer Advisor as the #1 Advisor in America for Baby Boomers. Creative Planning is featured in Forbes as one of the Top 50 Financial Advisory Firms in America, Investment News’s Top 50 Wealth Management Firms in America, and Financial Time’s Top RIAs. Creative Planning is also featured in Ingram’s Magazine’s issues covering Best Places to Work and Most Charitable Organizations and has been named the Reader’s Choice #1 Wealth Management Firm.

      Peter graduated from the University of Kansas in 1993 with four majors, including degrees in business administration and economics. He went on to earn a law degree and Master of Business Administration in 1996, also at the University of Kansas. Peter has also earned the CERTIFIED FINANCIAL PLANNER™ designation.

      Peter is the founder, current executive board member, and former five-year chairman of KC CAN!, an organization of volunteers dedicated to improving the quality of life of children in Kansas City. KC CAN!’s signature project is Safety Street, a real life street where second graders throughout the city go as an educational field trip to learn about bus, car, bike, pedestrian, and fire safety.

      Peter has served on the board of directors for Pathway to Hope, American Stroke Foundation, St. Michael’s Finance Council, Kansas City Hospice, and KC CAN!. Peter is married to Veronica and has three children: Michael, John Peter, and Gabrielle.

      Tell me about your background.

      I grew up in Kansas City, Missouri. My parents were immigrants who were big on education. So I went to school, and to the University of Kansas, where I majored in psychology, political science, business, and economics. Then I went on to get a law degree and an MBA, also from the University of Kansas. After graduation, I returned to Kansas City and spent a couple of years holding various positions with financial and practice management aspects, then quickly found myself in the financial and estate planning world, where I worked with individual clients and helped them with wills, trusts, and taxes (like how to reduce capital gains, estate, or income taxes). I largely did this for other firms’ clients. So essentially, brokerage houses and independent advisors would bring me in to help their clients with certain things. I would do my part, then the client’s financial advisor would take it from there. I did this from 1998 to 2003. Then I noticed there’s a space in the wealth management world for firms that really tailor portfolios to their clients’ needs and that are able to do more than just pick some in-house mutual funds or other investment products. There was also clearly a need for an advisor that could assist with tax advice, estate advice, and so on. Since 1998, I had handled the financial planning and legal work for Creative Planning’s (a planning and investment firm) clients, while at the same time working with hundreds of other clients. I purchased Creative Planning on January 1, 2004. At the time I had dozens of clients and a very small base of assets under management, probably less than a hundred million. From there, I began to reinvent it into what it is today: one of the largest, if not the largest, independent holistic wealth management firms in the country.

      How did you come across the opportunity to buy Creative Planning?

      It was already a place where I was providing financial and estate planning services for clients, from 1998 to 2004. So I already knew and greatly admired the principal, who was ready to retire. When I found out about this, I thought it was a great opportunity to not have to go through the legal structure of creating a registered investment advisor.

      Was the name Creative Planning when you bought it?

      It was. At first I wanted to change the name, but have since learned to embrace it. We have also evolved to a point where the name is very appropriate. Much of what we do is really getting to know a client’s situation and goals well enough to restructure many of their moving pieces to help them accomplish their goals.

      In terms of employees, it was just one person? You were buying one financial advisor’s book of business?

      I basically came in and just took over that practice, and every employee from then to now is new. So I just started hiring from there.

      From day one, were you involved in getting new clients?

      Yes. From day one through today, I was and am involved in getting new clients and working with existing clients. From that point on, I was the only owner and I started a process to take care of the clients that were there in a different way. They eventually started to refer new clients, and it accelerated far quicker than I ever imagined.

      What were some of the initial changes you made to the business?

      Well, one of the things that I observed, going from office to office for so many years, is that the financial advisor world is divided into two groups: 1) There’s people who really understand investments, financial planning, estate planning, and/or tax planning, and 2) There’s a group that is just good at sales. This is the relationship guy/gal. And if you look at what we call the typical, successful financial advisor, it’s usually from the latter group. It’s the guy that’s networking, golfing, going to parties, and charity events—signing people up. That group seems to have more clients than the group that is really more analytical, actually doing the financial services. This is different from many other professions. Medicine doesn’t work that way. Law doesn’t work that way. Tax doesn’t work that way. But financial advisory does, because there’s really not a lot of clear-cut criteria. If you go see a doctor, they went to medical school and passed some tests. No matter what doctor you go to, there’s some degree of competence. This is not the case if you meet a hundred financial advisors. The majority of them have absolutely no education with investments and/or financial advice. It’s a very unique marketplace, and the people who survive in the industry are the ones who sell more effectively than others. That didn’t sit well with me. My dad is a physician, and growing up I knew he had some fairly negative experiences with advisors. I wanted to build a place that was so much better than the alternatives that clients would come to us on their own. So I was really determined to have a format that would work by attraction. It also didn’t hurt that at the time I had zero faith in my ability to sell. I thought, to succeed, I had better have something of value. I just wanted to deliver a service that offered exceptional value that was so separated, in terms of getting real advice from very competent people, that it would attract the clients to it.

      Who was the first person you hired?

      The first person I hired was Molly Rothove. She was right out of college, and she had been an intern for another financial advisor I had worked with, who ultimately moved to a different state and recommended Molly. I knew she was diligent and also cared about clients. I initially sent her to interview with other financial advisors I knew. She was looking for a job and I wasn’t ready to hire yet. She met with them and basically came back to me and said, Hey, I was offered jobs at all these places, but I don’t want any of them because they want me to be a salesperson. They want me to go out and sell to my family and everyone I know. They want me to sell their company’s financial products, and I believe that’s a conflict of interest. I remember, even then, when I couldn’t afford to hire anyone, I kept thinking that this is exactly the kind of person I want to hire. This is exactly what I believe. I believe financial advisors should not be selling their own financial products. This was a novel concept then and unfortunately is still so today. She really felt that way, so she became the first person I hired.

      Did you have to raise money to fund the initial growth?

      In the beginning, funding wasn’t needed. We would grow, add some clients, and then hire someone. We would grow, add some clients, and then hire someone. We got to 2008 with that model. And then we got to a point where, in order to really take the next step, it was going to require a large amount of capital. We were simply growing too fast to ease into hiring. I had to commit to building out serious infrastructure and capacity. So around then I got a loan. At that point, I basically mortgaged the building, my law practice, Creative Planning, and pretty much every asset the banks deemed of value. I used the money to hire the people I needed to maintain the quality of service and get ahead of the growth that was occurring. I didn’t feel like it was a risk; more prospective clients were calling than I imagined, and I knew that if I continued to build it, they would come.

      Who was your typical client back then?

      It was the same as it is now. I call it the millionaire or multimillionaire next door. Probably our biggest group of clients is a household worth a few million dollars. What’s changed is now we have a lot more ultra-wealthy clients,

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