01:32
Dasarte
Welcome back to another episode of the Advisor Journey. I'm your host Dasarte Yarnway, my co host and partner. Well, Jason Wenk is not here today, but he's here in spirit and today I'm super excited to have Chris Fisher on the podcast here with us. Chris, how you doing? 

 01:48
Chris
Doing great, Dasarte. 

 01:50
Dasarte
Thanks for having me. Chris, first and foremost, I, I owe you a public apology. I missed the altruist academy that you were at. I'm sure that maybe on the next one I'll see you there. We can have some in person conversations that this one is virtual. But man, I am looking at your illustrious career, 30 years in the financial services industry. I'm pretty sure there were a ton of ups and downs and a lot of beautiful moments in that 30 years. I want to dive into that today. But before we get there, why don't you introduce yourself to all the advisors that are listening today. 

 02:24
Chris
Terrific. Well, my name is Chris Fisher and I live in Lake Forest, Illinois and I'm married to Leslie Fisher for the last 27 years. And we have three children, Jake, Danny and Molly. And we have an independent registered investment advisor named ISTO Advisors with offices in Lake Forest and in Troy, Michigan. 

 02:48
Dasarte
That's awesome. Brittany told me a little bit about the name isto, but can you kind of elaborate on why you decided to name the firm ista? 

 02:57
Chris
Yeah. So my business partner and I, Paul Howsey, who is an amazing human being, we. We had known each other since 2004, and we had really shared best practices over a long period of time and really got to know each other during that period of time. And then in 2015, 2016, we started talking about the idea of merging our firms together. And with that, of course, comes naming the firm. And service is really important to us both. Paul started a charity when he was 25 years old, and that has sent 70 kids or so through private high school that otherwise wouldn't have been able to get to private high school, same high school that his children went to, which was pretty amazing. And in mentoring has been just a passion of mine for the last 20 years. 

 03:52
Chris
And so service was really important to us. And there's a great quote I'd heard years ago that it's in service to others that we find joy. And we have found that naming it ISTO Advisors, is really. Which is in service to others, is really a great beacon to live up to each and every day. 

 04:11
Dasarte
That's amazing. I try my best to be a servant leader, especially now and having kids and being a husband. Right. Selflessness has been the biggest gift to my life because I feel so fulfilled when I give back to someone else. You know what I mean? One of the things that I've been practicing this year is never missing the moment to give. So, like, if somebody's on the street and they need a meal, or if there's a young child student that just wants to talk to me because he wants to be a financial advisor or entrepreneur. I always try to make time because those little moments you cannot get back. So I just love the philosophy of the firm. And it almost serves as a daily reminder when you're saying the name of your firm to clients or prospect or speaking about your mission. Right. 

 05:01
Dasarte
So I'm all for it. And congrats again on the illustrious career. I want to dive in. Go ahead. 

 05:08
Chris
I was just going to say I read about your background to start a and your family's background, and that is inspiring. So I can see why you would say all of that, because that story is pretty remarkable. 

 05:18
Dasarte
Thank you. Thank you. Let's dive in. Tell us about the journey financial services industry starting in 1994. Let's start there. What's what. What got you into the business? 

 05:29
Chris
Well, I came straight into the industry out of college, So I was 21 years old, just about to turn 22, and I joined the a corporate firm back then and spent my days cold calling. So it was 500 dials a day. And we had a huge computer that was just automatically making the calls for me. Went through the training program and got my licenses and then moved back to Chicago because I my training was in Detroit and started building my business and became a branch manager around 25 years old. Went through the CFA program during that time and then really got sick of the sales goals and the corporate structure. And I had a Jerry Maguire moment where I was like, you know what? I've gotta start my own thing. 

 06:15
Chris
So then in 2004, I started Fisher Financial Partners, which I would term kind of a lifestyle practice myself and two wonderful employees at the time, and had that for 12 years. And so our goal with Fisher Financial Partners, which was a hybrid firm clearing through Mesero at the time, was to bring the personal CFO approach to a clientele that doesn't really have exposure to the family office and the team working together, the cpa, the estate planner, and so forth. So we did that for 12 years, and it was wonderful. And then in 2016, I merged Fisher Financial Partners with Paul Housie's firm and we started ISTO advisors. So really three segments to the journey. Be that first 10 years in the corporate structure, second 12 in a lifestyle practice, in the last eight in growing an independent RIA. 

 07:15
Dasarte
Yeah, I want to dig in on that decision, that Jerry Maguire moment. Right. Tons of advisors that are going to listen to this episode are having that moment right now. What made the decision? What was the ultimate decision maker for you to say, okay, I'm feeling this feeling. Maybe it's persisting for a while. I need to start my own thing. 

 07:37
Chris
Yeah, it's a good question and it's fun looking back on that decision. And really it came down to just the corporate structure. My dad was with Sears for 36 years. I just pictured I would be with a corporate entity for a long period of time. And there were really two reasons that I started my own firm. Number one, I just wanted everything to be about the client. I felt like in the corporate structure, it was a lot about sales goals and it was a lot about having meetings to have meetings. The second piece of it was the balance of life. It was really important to me at the time to be around for my wife and my children to coach their ball games and to be around. 

 08:22
Chris
And my dad, as he went through his corporate career, he traveled a lot and he was away. And for me, I wanted the lifestyle where I could have that balance and be around the young family. So in 04, my twin boys were 4 and my daughter was 2. And it was quite a journey to leave a corporate entity as a branch manager to then start this. But again, I had two wonderful employees with me. And it was really though, for those two reasons, to focus on the client. 

 08:53
Dasarte
And to have that balanced lifestyle that's awesome. Like you. My mom worked for United Airlines for 34 years and for her that was like promotion because she worked at one of San Francisco's famous diners. It was called Doggy Diner. If you look it up, they had this big sort of dog head logo that was right outside of Ocean beach and across the street from the San Francisco Zoo. She was getting paid $0.89 an hour and did that for 34 years through all of our family's ups and downs. Never missed a meal, always had clothes on her back. But I thought to myself, like, if I really want to transcend sort of the status quo and what I see everyone doing in my life, I had to take a risk. 

 09:36
Dasarte
And I remember doing a calculation in my head in terms of time and what I wanted my life to look like. And I was like, I'm 24. If I fail at this by 30, I can go back to the bank, I can go back to the corporate structure. And I would tip my hat and say, hey, I tried, you know, but it just was something in me that was like, if you don't try, you'll be kicking yourself forever. So I certainly resonate with the feeling of, you know, there might be a better way. And if I don't take it, I'll never know. 

 10:09
Chris
That's awesome. 

 10:10
Dasarte
That's awesome. Let's get into the secret sauce. So you mentioned service is unique for your firm. Obviously the name is something that you guys really hold in high regard and keep seriously. Can you just expand on how you implement that in the day to day practice of your business? 

 10:29
Chris
Yeah. So I think it starts with our team. So we talk about being in service to our team first. And it's really because we believe that to provide world class service to clients, we really need to focus on our team and build a world class culture. So we feel like building that world class culture allows our team to serve our clients in a world class, with a world class experience. And then our third component is our communities and really serving our communities with world class commitment. And so really when it comes to our team, you know, when we first merged back in 2016. We had six people and were about 250 million in assets with six people. We have 23 people now. So it's really the team has grown and we have about 950 million in assets under management that just has grown organically. 

 11:26
Chris
But it really has to do with serving our team. Then we serve our clients and we serve our clients with what we call the every dollar plan. So it's a comprehensive financial plan that we build for every client every year. And it allows them to live an intentional life proactively by really taking the time once a year to put it all together. In the past, early in my career, I had been piecemeal in it, like, oh, this quarter, let's talk performance, but let's also talk estate planning or let's talk cash flow, let's talk taxes. 

 11:58
Chris
But by putting it all together in one comprehensive plan, which takes a lot of time, but by putting it together, it allows the client to live their life and not waste their time coming in for quarterly performance reports, but instead focus on what they want to focus on, which is their family and their job and their friends and so forth. And so that's been a big part of it. And then from a community standpoint, we can get into it further with our director of coaching and culture and our team and community specialists. But that's an important component of how we feel about business. It's just awesome to be able to serve those three entities and not just client, client, which is hugely important, but we think of it as team client and then community. 

 12:46
Dasarte
I love that, you know, when you talk about clients going out and living their lives, I think sometimes we as advisors get away from the essence of our job, which is to one, provide solutions and to simplify our clients lives. Right. And you stated that pretty plainly. Like, hey, they don't want to be meeting with us. They want to be living their lives and worrying about their families. Right. And that's something that I feel like is a beautiful reminder for the advisors that are listening today. If you are, you know, of course, doing what's right on behalf of your clients, but providing solutions and simplifying their lives so they can focus on what matters. That is the ultimate act of servant leadership. So I definitely align with you there. 

 13:33
Dasarte
I wanted to talk a little bit about just the team component of what you said. A lot of advisors are trying to scale in this age of technology. They're like, maybe I can use technology to scale. I for one am a proponent of human touch. I just Think that you can't completely replace humans, but one thing that your team does is really assigns and aligns individual strengths with their duties. Can you, can you walk us through how you match an individual with the right work function to get optimum sort of success and efficiency in your business? 

 14:08
Chris
Sure, yeah. I mean, we look at this when we merged our businesses. We look at this as a 20 to 25 year succession plan for Paul and I. Like, how can we make Paul and I irrelevant to the business? Because if we can do that, we are giving great careers to our team. So delegation is a big part of that. You know, we have 23 people really doing what three people had done before. They're doing it much better than were able to do it before. But we talk a lot about narrowing lanes. And what we do is we do the Strength Finders 2.0 personality test. During the interview process. We find out what somebody's strengths are. And we're only going to hire somebody if those strengths match up to the need of the business. 

 14:51
Chris
And so I was in the Dan Sullivan strategic coach program you may have heard of, and I was in there for a decade. Dan had something called the activity inventory, where you have somebody on your team write down everything they do, top to bottom, everything they do from the thing they like the most to the thing they like the least. Put a line through the thing that goes from kind of, hey, I like this to I really don't like that. So it's kind of in the middle. Anything that's below the line, somebody else loves doing that, we got to find somebody that loves doing that. So we go through a process to say, hey, let's hire somebody to do those things that are below the line for this person but are going to be above the line for them. And it's. 

 15:35
Chris
We've repeated that over and over. And it's created a real powerful team that we're trying to narrow everyone's lane. So they not only are good at it, but they love doing it. And so it's really worked well as we've continued to narrow everyone's lane. 

 15:49
Dasarte
I love that I'm a football player, ex football player, and I think the worst teams that I've been on are the ones where they're trying to run a playbook that doesn't fit the strengths of the team. You'll never win that way. Right. You have to really assess each component, whether that's, you know, sorry for the football jargon, an offensive line quarterback, these different positions, and figure out what people are good at and then create a game plan based on the strength of your team. Right. That ups your likelihood of success. You're going to win more games, you're going to have more efficiencies when you try to move the ball downfield, for example, and it's just overall. And that leads into other KPIs, right. How many games won, getting to playoffs, championships. 

 16:34
Dasarte
So I think the way that you're going about it is certainly the right way. And you know, it's a reminder again to advisors to play to their strengths. I think a lot of advisors are just trying to do trendy things or use trendy technologies, but if you know what you're good at, you know what makes the most impact. It's almost an intersection with your clients. I think that's where you play. 

 16:59
Chris
Yeah. One thought that comes to mind when you say that is in our industry, I think there's a big focus that if you have a CFP, you should go out there and build business. You should be the front stage person and you should go out there and how many assets are you going to bring in a year or two? What we have found out in building isto, there's a whole crop of people out there that have their CFPs, went to school for financial planning, but they just want to build financial plans. They don't want to be the front stage salesperson. And it's wonderful. So we have some wonderful people on our team that build the every dollar plan and that's what they do. 

 17:37
Chris
They love putting the puzzle together for our clients and they work with the wealth advisor who is the one presenting the every dollar plan. But they're wealth planners and they love just building the financial plan. And I really mentioned that because I think there's a lot of people out there that we talk to and hopefully helps the audience where they really just want to build financial plans and they're being put in the wrong seat to then need to bring in business. And we've talked to many people over the last few years where it's like, geez, I just got my CFP and I'm being asked to bring in business. I just want to build financial plans. So it is, I think one of those golden nuggets. 

 18:16
Chris
If you find the right people to do that work, then put people front stage that want to be front stage and backstage. You want to be backstage. 

 18:23
Dasarte
But you know, it takes a certain level of awareness for the advisor or the planner to know that they just want to build plans. I think entrepreneurship is fantasized and most people see the glory, if you will, of being the front person. So it takes a little bit of awareness to say, hey, you know, my strengths and where I feel most comfortable and efficient and impactful might be analyst or, you know, creating portfolios or serving or doing financial plans. But I think with time that comes, I don't find a lot of people, at least in my demographic, that don't want to be the business owner. But over time, they figure, like, it's. It's way too hard. It's. It's a lot of responsibility to be the business owner. I'm not sure if you've had that experience. 

 19:13
Chris
I think. I think years ago. I do think. I think I'm probably so immersed in ISTO right now that I. Yeah. And the bigger we get, the better our culture gets. And I just think there's a lot of people that want to be part of a team that they don't want to go build their own business. They don't want all the glory, because the glory. I mean, think of football. The glory is about the team. It's not about one person playing against 11 people. It's about the team working together. When I started Fisher financial partners in 2004, I had wanted to join a team. I'd wanted to be part of a bigger group. 

 19:44
Chris
I only did it myself because I couldn't find one in my area where I wanted to live that was focused on the personal CFO model and really had the same vision and values. And that's where Paul and I share the same vision and values. And I just encourage people, if they. If they don't want to go it alone, because there is a lot to do that they. They really are on the lookout for somebody who shares the same vision and value, because to do it together, I think is more rewarding. 

 20:11
Dasarte
I agree. And I think a lot of advisors need to stamp this time right here that you said that, because I know advisors that have been on this show that would probably better working with each other than working alone. Like, they would create incredible firms with a ton of impact, great philosophies if they do it together and a support system. So agree 100%. One of the things that I read about you and that I talked to with our wonderful producer Brittany about is just the director of coaching and culture on your team. I don't hear that a lot. I think it's rare. I've probably never heard of advisory firm saying that they have this in place. Can you explain the value of that role? And how it contributes to your firm's culture. 

 21:01
Chris
Yeah, I mean first of all, that role's been priceless. One of the best decisions that we've ever made. And it came about because Paul and I had this person, Sandra, who's an absolute rock star as our coach. So we believe in coaching. I mean every, again the sports analogy, every great athlete, every great speaker, most great business people have coaches. So we, we had coaches, we had a coach and then the opportunity came in where were able to have her join our team and give the same perspective of coaching to our team. And so she is now coaching our team to be strong professionally, but also personally to better spouses, better friends, better parents and all those things that happen in life where I think in society there can be a divide between professional life and personal life. 

 21:54
Chris
We really want to bring it all together and we're trying to build an ideal firm and the director of coaching and culture is a big piece of that. Think about your comment earlier just RTE where you're like most people want to be front stage and they may have the CFP but they know their skills aren't there, but they may want to be there. Well, it may take a coach to help them understand that front stage is not better than backstage. Everybody is, has these incredible strengths. We sometimes need somebody looking at us from the outside, looking in to make us aware of the value of what we're doing. She is doing that over and over for our team and so it's really been powerful. 

 22:32
Chris
In addition to the coaching, she's taken our people through a program called the Dream Manager which is a book I read decade ago, is really awesome. By Matthew Kelly. Positive Intelligence is another program she'll take people through. So these things, these programs that we offer to our team as part of the let's all get better together philosophy of just becoming better versions of ourselves. And so it's, I really encourage people to think about it and think about offering that to their team because it has just been a wonderful addition and our team has really been impacted and we hear about it from them. 

 23:09
Dasarte
For the advisors that might want to create a world class culture that serves their team, their clients in their community. What are some ways that you would recommend that they start? 

 23:21
Chris
Well, I think it, for us it's funny because I think of the 360 review that Paul and I had done on ourselves early on and Sandra, our director of coaching and culture helped that process where our leadership team could tell us the good and bad about ourselves. But Paul and I, it was really encouraging to say, like, geez, I have these weaknesses. And it's funny, most of my weaknesses are Paul's strengths and vice versa. So it fits together really well. And so as people are looking for partners, that may be a good thing to look at where you really match up well and you're okay with it. We use a term called consultant. 

 23:58
Chris
Like I'll use Paul as my consultant when I'm, when I should know something but I don't know it and I need some help, but I know it's a strength of his. I'll say, hey, I need to use you as my consultant. So I think that's one thing of just understanding we all have strengths and weaknesses and being okay with that. I think that is number one. But we really, it helped us to come up with a value, vision and core values and our mission statement. So really thinking about what we're all about as a team and that's where for us a world class service is about team, clients and community. Doesn't mean it needs to be that for another firm. But I think it's very important to get clarity on that. And so our number one value is putting others first. 

 24:44
Chris
So it may be when a teammate calls and you're in the middle of something and you're like, geez, I want to finish what I'm doing right now. But are we encourage our people Putting others first always means you pick up that phone, the other team member is in the midst of something too and they want that answer. So really working together to go above and beyond for the next person. So it just, I think it begins and ends with a culture of service. But I do think the mission, vision and values helps out a lot to narrow that focus of and the vision and clarity. 

 25:19
Dasarte
Yeah, I love that framework. And I also love the story that you talk about asking a consultant which is your business partner. I think a lot of that really hones in on the idea of being aware of your strengths and weaknesses. And one of the things that I'd like to just say to all of the younger advisors listening is just, hey, take some time to assess like what you love to do, what you don't like to do. Right. And if you can build a career around that and you might be led to join a firm like isto, right. Or join another RA that can help you shine on the things that you really find enjoyment doing. So I think you hit the nail on the head there. Why don't you give Some advice to the young and emerging advisors. 

 26:04
Dasarte
If you could share three pieces of advice for advisors looking to break out on their own, what would they be? 

 26:12
Chris
Well, there's so many things the three I would think of make financial planning your core product is number one. I think that in our industry, even after 30 years, you mentioned the word product. What do people think of? They think of investment or they think of insurance. I really think the product should be the financial plan and that we call the every dollar plan and make that better and better each year. So that'd be number one. Just make financial planning a focus. You know, in our. I was with a colleague, a wealth advisor, presenting a sample plan to a prospect yesterday. Investments on that sample is page 35 of 38. And we get to investments that late in the financial plan, there's so much a client needs to talk about their life, their family, their financial team, their cash flows. 

 27:03
Chris
Put the puzzle together of their financial life. Investments is a piece of that for sure, but it's a piece of the puzzle. So really, if you don't have a CFP, consider getting a CFP. If you don't have a CFP, you don't want to get a CFP. Have CFPs on your team. We have eight, soon to be 10 CFPs on our team. I don't have the CFP, I have the CFA. But get the CFP. If you're a young advisor, it's really awesome. And then number two, I think, decide if you want a lifestyle practice or if you want to be a part of a bigger team or bigger firm. I think that's an important thing, just to know what you want. And then lastly, I'd say being in service to others is a great business model. Like everybody can win. 

 27:49
Chris
It can be a win, win. And, and that's one thing we focus on a lot is looking for those wins across the board where we're serving others. And if we serve others, it will pay us back in spades. But let's solve their needs first. Team and clients, I love all of. 

 28:05
Dasarte
Those and I feel like embedded in them there are even more gems. So when you talk about getting the CFP, to me that just talks about continuous learning and being a student of the game. Right? 

 28:16
Chris
Right. 

 28:16
Dasarte
If you are continuing to learn, you're going to continue to have impact on your clients, especially as things change, markets, rules on financial planning, et cetera. I really like that and I think those are tips that any advisor, regardless of their stage, can take from the conversation. I wanted to ask you one more question about, like, Runway, you said that you merged with someone, and this is a long game if you're doing it right. Right. We tell people that if you take the words of Warren Buffett, his holding period is forever with some of his investments. Right. We're thinking that if you want to be an advisor and really scale to the point of a $950 million business, you're going to have to commit to being here for a while. 

 29:03
Dasarte
So with that being said, how can advisors plan for this, the long term runway needed to build a business of that magnitude? 

 29:12
Chris
Yeah, it's such a good question. And the. And Warren Buffett, I think 98% of his net worth has been built since he was 50 years old. So think about the art of compounding. And so Runway is so important. I mean, I had to dip into home equity line to start Fisher Financial. I mean, I wouldn't recommend that with three, you know, young kids. But at the same time, some of those 30 clients I took with, there was some reoccurring revenue in there that could help out in terms of that Runway. Because if you don't have a Runway, you're forced to make short term decisions. And short term decisions like we can look at a lot of publicly traded companies don't end well. Long term decisions are so much better. 

 29:55
Chris
And so I think a Runway of cash flow is what I think of when I think of Runway just being able to play the long game, do it the right way. If somebody doesn't have that cash flow, I think they should strongly consider finding a partner, sharing that expense or jumping on a team. You can still be very successful on a team. We, one of our key components of our culture is ownership. So we've gone the path of equity ownership. Now we have five new members of Visto, where when Paul and I started, it was 50, but we have five new members. We want everybody in our firm to own it at some point. Now, it's not given away. They have to make an investment in that. But that's part of the ownership component of it. 

 30:43
Chris
There's, there's risk, but we think it's going to be a wonderful investment because look at the industry. There's so many people out there that need help. So joining a team can be very profitable also, along with going it alone can be, can be great. But that Runway, I think is just crucial. 

 31:01
Dasarte
Absolutely, absolutely. Chris, any other takeaways before we get into our rapid fire questions from this episode that you want Advisors to walk away with anything that we're missing here. 

 31:12
Chris
Well, I appreciate that. I. I would say, number one, people are an investment, not an expense. So the team is doing things so much better than I could have even dreamed of because just they're much smarter than I am. And it's just you have to surround yourself with great people, and that's an investment. It's not. Not an expense. The second thing I'd say, going back again to strategic coach and Dan Sullivan, that when I was young and 2004 to 2012 time period, when I was in Strategic Coach, he had a concept that your marketing budget should just be the breakfast and the lunches that you're taking out your top centers of influence and top clients. You just want to replicate your top clients. 

 31:57
Chris
So the best way to do it is be in front of them, learn how you can help them find out what's going on in their life, find out their challenges, and see if your expertise or your team or your resources can help solve those challenges that they have. Do that over and over. And that's your marketing budget. You're just helping and you're serving, and your business will grow because you are planting those seeds out there, and it works. It just takes that a long time because that's where the Runway comes into play. And then finally, I'd say is find out what your team likes to do. Find out what your team likes to do and loves to do and have them do that. 

 32:36
Chris
And just know if you bring that other person on to do the things that your team doesn't like to do, you can actually grow your business because of the team is stronger together where it is 1 plus 1 equals 3. Repeat that process over and over, and I think that compound effect is really powerful. 

 32:53
Dasarte
That's awesome. That's awesome. Great advice. Let's get into our rapid fire Q and A. This is the period of the conversation where we just get inside your mind and see what you've been up to lately. So if you're ready, I'll ask you the first question. 

 33:06
Chris
Yeah, let's do it. 

 33:08
Dasarte
All right. Question number one. What is the most exciting thing that you read this week? So it's Thursday, so that means you got one thing. 

 33:18
Chris
Well, if I have to say one, it'd have to be our director of coaching and culture. Sandra gave me a gift earlier in the week. I've read this book eight times, but I'll just mention it because it was just awesome. She got me a signed edition, limited edition. The obstacle is the way by Ryan Holiday. Just. 

 33:34
Dasarte
Just amazing. 

 33:35
Chris
And I just. I. I need to read it over and over because I need to bring myself back to that resiliency and that focus as life happens. 

 33:43
Dasarte
Great book. And a great reminder that sometimes when you are facing any sort of indecision, the harder path is usually the way to go and the most fulfilling. Number two, what is the one thing that you wish you could do differently in your career? 

 34:01
Chris
Well, I mentioned with Fisher Financial, I started with two employees back in 2004. When we hit 2008, I let one of them go, and I've regretted it ever since. 

 34:14
Dasarte
Yeah, that's always tough when you're faced with those decisions. One thing that I've learned as a business owner is that the responsibility that you take, it's not only for the best interest of the business, but it's also for your employees. And sometimes that means you have to take the backseat to ensure that they're able to flourish, pay their bills, et cetera, which. Which is hard. It's hard, especially in down times or when the business just isn't growing, it's fast enough. So that's a tough one. And I'm sure many advisors that are listening to this call have had to face similar. Similar junctures. All right, last question for you, Chris. What is a new hobby that you've recently started? 

 34:56
Chris
Well, my wife and I are spending more time in Arizona of late, and so hiking would be that hobby. Just spending some time hiking together has been fun after our kids are now grown, and getting that time with her out on the trail has been cool. 

 35:10
Dasarte
That's awesome. I spent a year in Scottsdale actually training with another firm, and I would hike Camelback all the time. 

 35:19
Chris
That's awesome. Yeah, so we. We just hiked Tom's Thumb a week or two ago, and then Pinnacle Peak. 

 35:25
Dasarte
Nice. 

 35:26
Chris
Yeah, so it's. It's beautiful out there. 

 35:29
Dasarte
That's awesome. Well, Chris, thank you so much. Where can people find you if they want to connect or find. Follow your journey? 

 35:36
Chris
Yeah, I mean, I welcome people to reach out. I love talking about the industry and helping out anyone that I could help. So LinkedIn, Chris Fisher on LinkedIn. And then my email is cfisher@istoadvisors.com and I welcome anyone reaching out with any questions if I can be of service. 

 35:55
Dasarte
Awesome. Thank you so much for joining this episode of the Advisor Journey. If you didn't get all the gems that were dropped here in this episode, go back and listen to them. There's a lot about accountability, about partnership, about really optimizing your skill set and finding a team that can support you in your career and to support your business goals. Chris, you're awesome and if you like this episode and you want to see more of them, feel free to one go to altruist.com/podcast and be sure to subscribe to wherever you listen to your podcasts. Again, I'm Dasarte Yarnway, along with my partner in wealth, Jason Wenk, and we'll see you here on the next one.