I coach financial advisors. Only financial advisors. Since 1994.
No other industry, no other vertical, for 32 years — which is the whole reason I can do what I do.
My Unique Capabilities
Most business coaches work across industries and adapt. I've done the opposite. For 32 years, I've worked inside one — the business of financial advice — and nothing else. That refusal to broaden isn't a limitation. It's the source of everything I bring to a principal's business: I've seen your exact situation, in its exact context, more times than anyone you will ever hire.
Over that time, I've worked with more than 2,500 practice leaders. The work has produced over $50 billion in additional assets under management and more than $4.5 billion in additional enterprise value.
But those aren't the numbers I'd judge me on.
My Clients Don't Leave.
My average personal client has been with me for over thirteen years. Several have been with me for more than thirty years. In an industry where coaching is sold in twelve-month contracts and measured in quarters, that's the figure I'd put in front of you first.
You don't stay with someone for thirty years because they solved a problem. Problems get solved, and the relationship ends. You stay because the work keeps regenerating — because every game you win raises the question of the next one. That's what I do. Don't fix what's broken. Help you decide what's worth building next, and then hold you to it.
Nobody stays thirty years for problem-solving. They stay because there's always a next game.
How I Partner With Industry Leaders
My work with firm principals and top advisors focuses on the most complex challenges at the intersection of leadership and enterprise growth. A partnership centers on:
Building Your 10-Year Vision: A clear, compelling strategic plan that aligns your team and defines what you're actually building. Not next year's goals. The next decade's game.
Scaling Your Leadership: The transition from top producer to CEO: developing the next generation of leaders and building the systems that let the firm run without you being the reason it works.
Multiplying Enterprise Value: The decisions around talent, technology, and client acquisition that drive the valuation of the firm, not just this year's revenue.
Building Team Communication: A firm runs on how well its people understand one another. We install the shared language and communication patterns that turn a group of talented individuals into a team that moves as one.
Coaching the whole firm, not just the principal: I coach you directly, and my team coaches your advisors. The vision you set only becomes real if the people executing it are being developed toward it. So the engagement reaches everyone who has to play the game, not just the person who chose it.
Selecting and optimizing talent: Using TTI TriMetrix behavioral assessments, we take the guesswork out of who you hire and where you place them. The right person in the right seat, matched to the role they're actually wired for — and a clear read on how to get the most from the people you already have.
Here are some of my
Coaching Career Highlights:
01
My first financial advisor-client was signed in 1994
02
Wrote the book “Practice Power, 12 Steps to Take Your Business to the Next Level
03
I have several clients who have been with me for over 25 years
04
My average personal client is with me over 13 years
05
I am the only coach who hosts a live 3-day Strategic Planning Retreat
06
I was named one the industryʼs top troubleshooters by Registered Rep Magazine in 2000
07
I give away hundreds of hours of coaching content via Magellan Academy
08
In 2009 I was again named one of the top coaches by Registered Rep and Wealth Management
09
2012 I have a YouTube Channel with over 1500 coaching video for financial advisors
10
The Magellan Network Podcast has over 250 episodes and growing
11
Created Magellan MasterMind in 2012
12
Created Magellan Network in 2018
My Story
I was born in Perth Amboy, New Jersey, in 1964. My family has been in the bar and restaurant business since 1920, and I started working in it at nine. We were lower-middle-class, and money was always a concern. I struggled as a student, and I was socially awkward.
At seventeen, I read my first personal development book — Think and Grow Rich — and that same year, I started my first business because I didn't want to follow my father into the family trade. I've been an entrepreneur ever since.
In 1991, I began working for Tony Robbins' organization in New York City, on a commission-only basis. In 1993, I met Marisa — my business and life partner. We got engaged ten days later, and we've been married thirty years. We have three adult children: Joey, Kate, and Michael. Two of them, Kate and Michael, are now certified coaches working alongside me — which is not an accident. It's the beginning of the hundred-year firm I'm building.
We moved from New Jersey to Melbourne, Florida, in 2000. I cook, I care about wine, landscaping, and architecture, and our house runs on three dogs and two cats. I never plan to retire, because I love what I do and I take four sabbaticals every year.
What I Believe
Thirty-two years in, a few things have hardened into conviction.
Business is a game you're meant to win — and then keep playing. I've never believed the point was to arrive somewhere and stop. Everything worth building is always evolving, which means the person building it has to keep evolving, too. Grateful, but never satisfied. That's not restlessness. It's the engine.
The discomfort is the work. I choose to live an uncomfortable life, on purpose, because comfort is where growth goes to die. I ask my clients to do the same, and I don't ask anything of them that I haven't asked of myself.
People are mostly good, and mostly worth the effort. Most of the people I meet are genuinely trying. A small fraction aren't — and I've learned never to let that few percent shape how I show up for everyone else. I'm here to help the ones who mean it.
My clients get a friend, a fiduciary, and a coach — in that order of care. I think of the people I work with the way I think about the people closest to me. That's why they stay thirteen years and twenty-five. It was never a transaction.
I never plan to retire.
What am I building?
I ask every principal I work with the same question: what's the game worth for your next ten years? It's only fair that I have an answer of my own.
I'm building a hundred-year firm — an institution that outlasts the person who started it. My own children are credentialed and coaching alongside me, because I wasn't willing to sell succession and enterprise value to my clients without having built them myself.
That's my next game. This work is how I play it.
HOW I WORK (the anti-sales process)
I work with a limited number of principals at a time. That isn't a marketing position — it's arithmetic. The way I work requires depth of access, and depth doesn't scale.
I'm also process-driven about who I take on. I call it the anti-sales process. Any advisor in this industry can have thirty minutes of my time — no pitch, just a conversation. If there's something there, we go to a more formal evaluation. If there isn't, I'll tell you. I've had an open-door policy for decades, and it has served me and the people I work with well.
Start with a conversation.
Thirty minutes, one-to-one, no pitch. If there's something there, I'll show you what the next step looks like
Request a Conversation.
