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The Advisor Delta™ is your essential guide to mastering the wealth management industry. Hosted by Worldsource Wealth Management, this podcast delivers expert advice, actionable insights, and innovative strategies to grow and elevate your practice.
Join industry leaders for interviews, thought-provoking roundtables, and quick-fire 'Ask Me Anything' Q&A sessions, as we cover everything from emerging trends to leadership development. The Advisor Delta™ is more than just a podcast—it's a partner in your success. We aim to provide high-value industry insights while building a community of like-minded professionals who can learn from each other’s’ experiences.
Start listening today and unlock the tools, strategies, and inspiration you need to elevate your wealth practice with The Advisor Delta™. For more episodes and insights, don’t forget to subscribe and visit us at www.worldsourcewealth.com. And remember, together, we can take your practice to the NextLevel™.
Narrator: Welcome to The Advisor Delta™, the practice management podcast dedicated to helping investment advisors grow their business and reach their goals. Whether you’re looking to scale your practice, streamline operations, adapt to emerging technology, or deliver more value to clients - this is the place for actionable insights, thoughtful leadership and innovative strategies. Brought to you by Worldsource Wealth Management. Let’s dive in!
Ariel: Hi, everyone. I'm Ariel McGill, Vice President of Practice Management at Worldsource Wealth Management, and welcome back to The Advisor Delta, and to part two of our spotlight on Perler Financial Group. Now, you probably remember in part one we spoke with CEO and co-founder Harry Perler about what it means to build and sustain a practice.
Ariel: Now, today we're widening the lens, and to do that we're joined by two key leaders from Harry's team who help ensure the practice not only runs, but evolves.
Welcome, David Oleinik, Financial Planner, and Leslie Marsden, Branch Manager at Perler Financial Group.
David: Thanks for having us on the podcast. We're happy to be here and excited to chat about our firm.
Leslie: I'm super excited that I got the invite and # i'm really excited, to be part of the podcast today.
Ariel: And once again, I'm joined by my co-host, the illustrious Pooja Walia, our Vice President of Partnerships and Business Development.
Pooja: Thank you so much for inviting me back, Ariel. This conversation's exciting for me 'cause I've been working with Leslie and David for seven years now, and what I've noticed is both of you bring such a different lens to how Perler Financial Group operates. If Harry represents the philosophy, the foundation, the long-term vision, the two of you really are representing the engine and turning the strategy into real-life client experiences and the team dynamics within the group.
Ariel: Now, before we dive in, I'm gonna start with each of you. Leslie, we'll go first with you, and then we'll turn to David. So Leslie, how did you come to join Perler Financial?
Leslie: I actually met Harry a number of years ago. He was a regular at a restaurant that I worked at. I had just finished my degree and I was looking to start a career, and I happened to come across a job ad with Perler Financial, and I submitted my resume, and the rest is history.
Ariel: When you were saying you finished your schooling at that point, what were you studying? What led you into this industry?
Leslie: I actually just came into the industry by happenstance. I have a Bachelor of Arts degree, and my major was criminology, so finance was nothing I had ever thought about, um, until I met Harry and joined the team.
David: Some might say there's
Ariel: a, a relationship between finance and criminology, but I digress.
David: How about you, David? Uh, I met Brielle at, at Western, and then throughout our dating years, I obviously got to know Harry and Anita.
David: And so over the years, Harry mentioned to me, "Hey, you might be a good fit for our business." And while I was flattered by that, it wasn't something that I was ready to jump two feet in with at 22 years old. So I actually decided to go work at a bank for a few years, get started on my CFP, that sort of stuff…decide whether a career in finance would be of interest or not. And after cutting my teeth at the bank for a little while, I decided, "Okay, I'm pretty tired of this reality," and I decided to take Harry up on his offer and come over and work at Perler Financial and launch a proper career in financial planning, financial advice.
Ariel: Fantastic.
Ariel: Now, what's unique about Perler Financial, and Pooja you alluded to this a few times already, is how intentionally the team thinks about the future of the firm, not just in terms of the ownership, and of course that is important, but really in terms of the people, the roles, and the strengths that make the business sustainable over the long term.
Ariel: Now, Leslie, how does that show up operationally and in the way the team is structured and supported?
Leslie: We are very intentional about how we make our decisions, and I think this stems from our focus on the future. We're not just operating for today, we're investing in tomorrow.
Leslie: So from an operational standpoint, we've purposely designed repeatable, dependable processes that anchor us with everything we do, from how we give advice, how we deliver our service model, and how we communicate with our clients. Our processes ensure that every client receives a consistent experience, no matter which team member they're working with.
Leslie: Our team is structured so that the business can be fully operational in any environment. All of our team members have been cross-trained, enabling them to perform key responsibilities of at least one other role.
Leslie: So if someone is sick or away, there are other team members that can temporarily slide into that position and ensure there's no impact to client service. We also have team members that work in designated hybrid roles in which they have responsibilities across multiple areas. All of these were intentional decisions to help our business grow and to help prepare us for the future that we envision.
Leslie: And in terms of supporting our staff, we do this in a number of ways, but I think the most important way that we do this is by investing in our team. We're committed to ongoing education, training, and professional development. We support, we encourage, and we provide our team members with opportunities to grow, whether it's getting a new designation, joining client meetings, or gradually taking on more responsibility.
Ariel: Wow, that's amazing, and, and honestly, being from practice management, what you just said is, is music to my ears. So thank you, Leslie. Now, David, turning to you, how does the mindset that Leslie was just articulating in terms of the intentionality, how does that shape the conversations that you have with the clients and those clients who conceivably will care about long-term stability?
David: Yeah, I think from the conversations with clients have definitely changed over the years. I would say that when I first joined the company 10 years ago and I was 24 years old, the conversations were, "Hey," like, "Harry's not gonna be around forever, obviously. And as the firm's been successful, you've referred your friends and family.
David: You obviously see that we're growing." Like, we have a capacity issue as well, right? So the conversation was always, "Hey, I'm coming in myself to help build capacity to continue to provide a level of service that clients came to expect from Harry and the team that we had in place back when I first joined the firm."
David: And since then, we've obviously added even more people like Leslie, like Kevin, Alex, administrators as well. So the conversation is always just about explaining that there'll be somebody who you'll have a lead relationship with here, but also there's gonna be a whole lot of other team members that you're gonna interact with as well to make sure that your relationship with our firm is strong, it can stand the test of time, and it goes beyond just any one individual.
David: And in our firm, we cultivate that ability for new hires to get that experience on the fly. Sitting in on meetings, like Leslie said, is a big thing.
David: I sat in on so many meetings when I started with Harry. And so it's not so much of a conversation, I guess. We're not here to sell clients on the team we're building. We're here to show them it, right? So we wanna actually sit down in front of them, get other advisors in front of them presenting financial plans, doing portfolio reviews, building that level of trust so that maybe in a year from now, they won't call Harry.
David: They'll call me or they'll call Kevin or they'll call Alex, and that's exactly what's happened over the years is there's a lot of clients who Harry might have onboarded them in the mid-'90s, but now they call me or they call Kevin as a primary source of contact instead of Harry, and that's exactly what you want.
David: There's definitely some element of conversation or explaining to clients, like, how we operate as a team because I think traditionally most advisor, it would just be, "Hey, I have my advisor. I go to my advisor for all my questions." And that's still very much the case for us, but we have other team members.
David: Like Leslie was saying, we try and cross-train different team members so that some clients will call Laura in our planning department, and they'll bypass us advisors directly and just go straight to Laura for answers, and that's great. That's exactly what we want, right?
Ariel: And you'll be happy to know that Harry gave the same answer.
Ariel: He actually spoke about clients calling to speak with other individuals in the practice and how happy that made him. So it's really great to hear you echoing that.
Pooja: I have a question for you. As you sit back now and reflect on your journey through the industry and with your time at the firm, what has time taught each of you about what it takes to build and maintain a practice over the long term?
Pooja: Leslie, how about you go first?
Leslie: Sure. Um, time has taught me that building and maintaining a successful and sustainable practice really depends on strong client relationships and consistently delivering a bespoke client experience. You also have to surround yourself with the right people that you trust who complement your strengths and balance out your weaknesses, and people who really share that commitment to exceptional client service with.
Leslie: Ultimately, you need to build your practice in a way that it isn't dependent on any one person, so this means developing others, sharing knowledge, and proactively planning for succession.
Pooja: I love that. Thank you.
Pooja: Of course, financial planning with individuals is key, and that's something that many advisors may not incorporate with every client. But there's also planning for the business, and I'd asked Harry in the past, I know you have a business plan, but who keeps you accountable to that business plan? How often do you review it? So to that, Leslie, because I know that you're a key component of driving some of that, talk to me more about the business planning side and how it is that you look at that.
Pooja: Is that something you've done right from the get-go when you joined, or has it evolved over time?
Leslie: It's something that's definitely evolved over time. I know Harry and Anita used to create a business plan, and they would try and look at it once or twice a year, um, or more if time permitted. And over the past few years, we've really become regimented with regards to our business planning.
Leslie: So every January, I make sure we schedule a meeting. We all sit down, and we figure out what are our priorities for the year, how do we want to improve our client experience, what are some of the target goals that we wanna hit. And then I make sure that throughout the year we have quarterly business planning meetings where we sit down and assess, okay, where are we at with this?
Leslie: If we were working on projects, who's responsible for these projects? Where are we at with them? And really just making sure that the team stays on track with what we've said we want to accomplish.
Pooja: That's great. I love that. Thanks, Leslie.
Pooja: David, same question to you. So I'll start again back at the top with the question, which was reflecting on your journey within the firm, and of course within the industry, what has time taught you about what it takes to build and maintain a practice over the long term?
David: Well, I think a lot of the main points that Leslie brought up there I would echo.
David: I think I've learned a lot from Harry over the years in terms of just showing up with the same dedication level every day. I can't speak to it 'cause I haven't worked in another practice, but when he's here and he's working, he's in the office, he's working hard, he's picking up that phone and he's calling clients regularly.
David: And I think that's one of the biggest positive drivers of our business is that mentality of showing up, working hard, knowing what works in terms of what clients want, and that over the years is what I've found is that clients wanna be communicated with, clients wanna be reassured that they're doing the right things, that we're doing the right things for them.
David: And that's something that your team as a whole needs to constantly be thinking about, is communication with clients, delivering your expertise on a regular basis to them, and I think that's something that setting up the team that we have here, uh, has allowed us to do that and serve the number of households that we do.
Pooja: That's great.
Leslie: And if I can just add on to what David said, I feel like we never take the foot off the gas. We're always going at 110%. We achieve one set of goals, and we're already thinking, "Okay, how are we gonna achieve the next set of goals?" And we never coast. We're always moving forward and building and becoming stronger.
Pooja: To build upon what you said there, David, the strength of continuity only really works if clients trust that the relationship can outlast any one advisor. You've both already spoken to that to some extent, but how do you specifically approach building that trust and continuing to build upon it, and helping clients feel confident in the broader process and not just the person in front of them right now?
David: Yeah, I think we do that just through building multi-pronged relationships with our clients. Right? We want clients to feel like they can pick up the phone, call the front desk, speak with Stephanie, and even if Harry or myself or Leslie aren't in the office that day, that their query more than likely is gonna get answered.
David: For most of our clients, their family situation is well known by multiple individuals here at the firm.
Ariel: Right.
David: Or if it's maybe more of a surface level knowledge of that family or that particular client, because we have financial plans for everyone, because we have a contact management system that we all utilize properly — because we document everything, people can go find the answer for that person or know enough about them to give the personal answer. Maybe not immediately, but they'll be able to turn around and give the right answer to that client who's on the line, even if it's not
Ariel: the primary advisor, for instance, Harry.
Ariel: That's interesting that you mention that, David, because we spoke about that actually with Harry in the last episode before about how your practice or your firm has had the ability to really wrap your arms tight around your clients because so many different people in different roles touch the clients, and that gives the clients so much self-confidence.
Ariel: So maybe you can expand on that a little bit about how that looks in practice.
David: Sure. Maybe our firm is a little bit different than some other firms or a solo advisor who may have an administrator working alongside them. Our firm has multiple staff members, multiple different departments with more specialized responsibilities.
David: For instance, we've got Laura Seekings, who is the head of our financial planning department, and at times we've had other people working underneath her. Most recently Alex was in that department, but now he's been promoted to more of a hybrid role where he's a financial advisor delivering financial advice, sitting down with clients, but he also was doing financial plans for those same clients, right?
David: So in a lot of instances, he's already touched those clients or those relationships. They know who he is because he was the one picking up the phone, just like Laura does, to collect the information that we need to do that, their financial plan, either the initial financial plan — or a subsequent follow-up financial plan.
David: I'm proud to say that our financial planning department does well over 300 financial plans per year.
Ariel: Wow.
David: Um, with two or three individuals cranking those out. And a lot of times they're updates, uh, and it is important to update them. But obviously every new client who walks through the door gets a financial plan.
David: Some of them are more basic than others based on their needs. But we do strive to update those financial plans for clients at minimum every two years, so it keeps them busy. And that helps also engender that trust from our clients because we're constantly re-engaging with them to make sure that they're staying on track for what they want to achieve from a financial perspective.
David: It's that check-in, right, to show them that we're being proactive, that we wanna make sure that they're still on the right track. And obviously it takes some buy-in from them to go through the exercise with us every year or two years. But we do get that buy-in from our clients, and as a consequence, I think we build that trust with them through the planning that we do, which is not just done by the advisor.
David: It's done by other team members as well.
Ariel: Yeah. And you're truly inviting those team members. I mean, there's really nothing more powerful that we can do with our clients but to talk about what's actually important to them, which is rarely their portfolios. It's what the portfolio is there for. So the fact that they have all these people from Perler Financial who are really a part of every step of your clients' lives, and really brought in close and able to be a part of the dreams of the family, that's so powerful and it really speaks to why there's been so much power and meaning for the Perler Financial Group over the years.
David: Yeah, absolutely. I think that Laura was brought on before either Leslie and I were.
We've obviously had some great staff members and teammates, like Josephine was Harry's personal assistant for so long, and she was amazing.
David: They used to sit beside each other, and Harry would just holler at her from his office, and she would half the time have it already done. It's just that level of having the right people in the right departments is really helpful. That keeps your business healthy and it keeps those client relationships healthy too.
Pooja: That's a great point.
David: But I would say one of the most important hires that Harry's made is Laura in the planning department. I think the financial planning is just so critical.
David: If you're a financial advisor who's just talking portfolio, portfolio, portfolio, I think you're seriously at risk of losing clients. That's important. Obviously getting a rate of return is very important. But speaking to how it impacts goals obviously is, I think, more important and resonates with clients and keeps them sticky and helps build that trust to a different level than not doing the planning properly.
Leslie: And the planning really is the cornerstone and the heart of our business. It's really what drives us, and you can tell the team is really passionate about helping people achieve their lifelong dreams and goals.
Ariel: It's very interesting. And to follow up your point, I've been in this industry for decades, and it always strikes me a lot of advisors still call themselves investment advisors, and there's nothing wrong with that.
Ariel: However, I noted that Harry talks about himself as a financial planner first, and to hear both of you articulate that further and how much it means to the practice really shows how authentic that is. So that's wonderful. Now I'm gonna switch gears a little bit because what was the foundational piece that we were building these conversations on was succession planning, and we haven't really talked so much about succession planning because it really is part of everything we do, so we don't need to call it out.
Ariel: But I like to talk about it a little bit, and many advisors think of succession as something to plan for someday. So let's say you hit a certain point, let's say 50, whatever age. But at Perler, it just has always seemed to be a today conversation. It's always a part of whatever context we're looking at.
Ariel: And even when we talk about bringing in new advisors well before any transition that may be coming on the horizon. So I'll start with you, Leslie. I have a question for you: How does that proactive mindset shape the firm's culture and the way that the team operates on a day-to-day basis?
Leslie: I would say that our proactive mindset definitely impacts our culture and our daily operations.
Leslie: There's this openness to thinking long term. We regularly have conversations about where are the firms going, what roles we're gonna need long term, and how each person fits into that. So when changes do happen, whether it's somebody stepping back or somebody stepping up, it feels really natural because that's been part of the plan all along.
Leslie: And with our eyes always on the future, we're always trying to think outside of the box and find better ways and new ways of doing things
Leslie: We're also extremely collaborative and client-focused. Every day we work together as a team to not only ensure a seamless client experience, but also to go above and beyond for our clients. One way that we set ourselves apart from our competitors is we'll provide clients a nice curated gift basket for their 50th anniversary, for example.
Leslie: So when we're preparing these baskets, we're talking about, okay, what are this client's specific interests?
Leslie: And one touch that we do is we have a candle custom-made for them, and on that candle has, "Cheers to 50 years," and it's got their name and their wedding anniversary date. And I think we've gotten so much positive feedback from our clients about just that tiny little touch. Just going that extra little mile really touches them.
Pooja: I bet they really feel seen with something like that. That's lovely.
Ariel: Now, David, similar question, but maybe a slightly different frame. How does this mindset influence how clients feel about the firm's long-term strength?
David: I think succession is maybe a little bit different at our firm compared to other firms, first off, in that a lot of other firms have maybe the founding advisor or the retiring advisor has a particular date in mind at which they want to formally retire, and I think that's where we're fundamentally different, where Harry has mentioned many times that his plan is not a definitive line in the sand, like an age or a stage that he's going to be done entirely.
David: He's sort of in a position where he's built a succession plan over the last 10, 15 years incrementally over many stages by continuing to build out a team, right, that can serve different functions and fill different gaps that, uh, either he's been unwilling to do or as time constraints dictate that he can't do.
David: And so there is no, like, on the succession plan in terms of if he is incapacitated or cannot do the job anymore, that I would take on that role as the CEO, I suppose you could say. But the team is still gonna be the team. We're all still gonna fulfill our functions, and if anything at that point in time, we would need to build out the team even further to continue to be able to replace Harry and all the roles and functions that he fulfills as sort of that prototypical traditional rainmaker, if you will.
David: And so what we've done is we've built that over the years. We have several financial planners/advisors. We have great branch managers/operational leaders in Leslie. We've got fantastic administrators, and so I think that we've sort of built that succession plan even though there's not a definitive hard stop line in the sand.
David: Harry's gonna continue to do as much work as he wants to or can do for as long as he wants to or, or can do that or, or sort of prepared, but there's no deadline, if you will.
Ariel: And, you know, as somebody who's deeply involved in succession planning, I truly think it's a conversation that starts from the beginning of the practice, really, and that seems to be, like you said it, maybe 10 or 15 years.
Ariel: Having spoken with Harry in the last episode, and he recounted the story of how he sat down with Jimmy Rogers, like, that really has been from his start in the industry, has been with a focus on building a team. And of course, as you indicated properly, teaming is essentially just building a really big succession plan for forever.
Pooja: I have loved everything both of you have said today. So first of all, thank you so much for all the context that you've given. I want to close off with a question to both of you that stemmed from a conversation I had with Harry at lunch the other day. And so just through conversation, talking about the podcast that we're gonna be doing today, I turned to Harry and I said, "Hey, what does succession planning really mean to you?"
Pooja: And it was so interesting because he's always thoughtful with his answers and very deliberate in the way he speaks, but what was interesting was he didn't have to think about the response. It came to him very naturally. And what he said was, succession planning for him was not about the buying and the selling of a business, and that's not at all what it meant to him.
Pooja: But what it meant was making sure everyone's looked after by finding the right pieces of a puzzle and trying to put it together. And sometimes it's the right fit, sometimes it isn't. Sometimes you have to move the puzzle pieces around, but eventually it all just comes together so it works for everyone involved, whether it's him, the clients, or equally important, the team.
Pooja: And that was his immediate response to succession planning, and I loved that about him because that is just... That's Harry in a nutshell. So to build upon that, what advice would you give any advisors or their teams who want to contribute in a meaningful way to a firm's future? Leslie, let's start with you.
Leslie: I would say that you have to be willing to embrace change. The industry evolves, client expectations change, and your business has to evolve along with it. I also can't stress enough, and here it comes in my operations background, in the importance of documenting everything: policies, processes, templates, because all of these ensure a consistent client experience.
Leslie: And then finally, I would say you have to think proactively about the future. You want to plan for your succession early. You don't want to wait until you're ready to retire to start thinking about it, because it takes time to find the right people, and it takes time for those people to build those meaningful and lasting relationships with clients.
Leslie: Just as you create a financial plan to help your clients prepare for their retirement, you need to build a succession plan to ensure your business can endure and evolve over time.
Pooja: Well said, Leslie. Hear hear to that. David, over to you.
David: I think if I'm speaking to an advisor who is seeking to hire somebody in a capacity to be a potential successor, you can just sell your book and do a cold handoff to a new advisor who's just bought your book and hope that your clients will buy into that, and that may be successful for some.
David: That's certainly not the way that we're going about succession here. It's much more of a transition and a warm handoff of a relationship. And I think to make that transition successful for somebody to be able to contribute meaningfully to that future firm is to identify and be honest about what your own strengths are compared to the person, in my instance, Harry.
David: Harry's communication style is maybe a little bit different than mine. He's really great at picking up the phone, calling clients, and just chit-chatting with them. I'm pretty good at that too, but I more gravitate towards writing and doing emails, which I find a lot of clients like that as well. So understanding what your strengths are and trying to pick up something from somebody else who's been successful I think is really important.
David: But also lean into your strengths. Like, if you're great at communicating with people through video or through writing or through in-person meetings, like, set your business up accordingly, and then surround yourself with people who maybe are better at other things that you're not. And I think that in our team here, we've definitely been able to do that, to hire different types of personalities who ultimately mesh together and sort of fill in all those various gaps that clients sort of are looking for.
Pooja: David, I love everything you said there, but I do wanna ask a follow-up question because I've seen some of this. How have you incorporated your different ways of communication into your day-to-day practice that you may not have even thought of doing four years ago, 10 years ago?
David: Yeah. One medium that we've begun to really lean into in the last five years is video content.
David: I think Harry was subscribed to a newsletter, and this fellow was sending out weekly videos, and it was resonating with him. So he said, "Well, we should maybe consider doing this for our clients." And naturally, I was tasked with creating the content and a schedule on how to do all that. But we started out with just some general videos around how to be a successful investor, how to avoid reacting poorly in a bare market. And so we've done, I would think, well over 100 videos at this point. We do a monthly market update, and we do a monthly educational video.
David: And we have a schedule at the beginning of the year what type of educational videos might resonate at different times of the year.
David: But what really helps is using the videos to introduce softly to our clients the other team members that they might interact with at some point and take financial advice from. And having all of our team members facing clients, I think really helps build that trust as well. Even though they may never have sat down with Kevin or Alex or maybe even me, they may have seen us in a video at some point, or watched us, or listened to something that we had to say in one of these videos.
David: And I think that really develops almost a sense of knowing somebody, even if you haven't really spent that much time around them. Right. Seeing them continuously in front of you on an email blast or a newsletter video or whatever it may be.
Pooja: No longer the faceless voice at the other end of the phone — but an actual person.
David: Exactly. I'm always shocked to hear from clients like, "Oh, I watched your video last month, and, uh, I had this follow-up question about it." And you might get 100 views on your YouTube video, but still that's pretty good uptake when you think about it, and a lot of these people are watching them every month. Or maybe they watch a couple every year, but maybe it's a topic that's important to them or resonates with them in that moment that they see the email come across.
David: And I think it's been really helpful for our business doing these videos.
Pooja: I'm sure we're gonna see a very long and prosperous future to Perler Financial Group with all these key points and takeaways. Ariel, any final thoughts?
Ariel: Well, to me this has been, especially the last thing you said, because again, this is something that Harry spoke about extensively — these puzzle pieces. So what really strikes me is for a great team, the whole is greater than the sum of the parts. And really what I'm witnessing here, and I've met so many people on your team today, and I feel it when I walked through the doors, is absolutely, like, this practice is singing, if I can get all sentimental.
Ariel: You have something to be very proud of, and I hope you recognize that.
David: Thank you. Thank you. Appreciate you guys coming to the office and feeling it valuable enough to interview and sit down with us and chat.
Ariel: Amazing. Well, on that note, as we said, a big thank you to both of you, uh, and to your illustrious boss for, for joining us earlier as well.
Ariel: This has been a fantastic conversation, and I hope everybody who's listening has learned a little bit about how to make a, a great practice grow and be sustainable over the long term. So on that note, thank you everyone for tuning into The Advisor Delta, and we look forward to seeing you for our next episode.
Narrator: Thanks for tuning into The Advisor Delta™! We hope you found today’s episode valuable to supporting your practice. For more episodes and insights, don’t forget to subscribe and visit us at www.worldsourcewealth.com. And remember, together, we can take your practice to the NextLevel™.
Mutual Funds and Segregated Funds provided by the Fund Companies are offered through Worldsource Financial Management Inc., sponsoring mutual fund dealer. Other Products and Services are offered through Perler Financial Group Inc.
The views and opinions expressed in this podcast are those of the participants only. This podcast is for informational purposes only and does not constitute financial, legal, or professional advice. Listeners are encouraged to seek professional guidance for their specific needs. Worldsource Wealth Management does not endorse any products, services, or companies mentioned in this episode.
Worldsource Financial Management Inc. is a mutual fund dealer. Worldsource Wealth Management Inc. is a dual-registered firm, both as a mutual fund dealer and an investment dealer. Both Worldsource Financial Management Inc. and Worldsource Wealth Management Inc. are members of the Canadian Investor Protection Fund (CIPF) and the Canadian Investment Regulatory Organization (CIRO) and subsidiaries of Worldsource Group of Companies Inc., a wholly owned indirect subsidiary of the Fédération des caisses Desjardins du Québec (FCDQ), which is part of the Desjardins Group.