Name: Ensuring That Your Skills and Passions Are Being Optimized
Uploaded: 2025-07-17T15:00:00Z
Duration: 3 min 37 s
Description: Tom Klingman, the managing partner of Klingman & Associates, suggests that advisors should seek exposure to various parts of the firm to make sure that their skills and interests are aligned.

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"We're trying to build an infrastructure at a pace the world has never seen before," Said Mike Intrator, CEO of CoreWeave. This interview was recorded on Jan. 21, 2026, at the World Economic Forum meeting in Davos, Switzerland.

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CoreWeave CEO on the Future of the 'AI Economy'

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CoreWeave CEO on the Company's Relationship With Nvidia

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CoreWeave CEO on the Company's Data Centers

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CoreWeave CEO on Nvidia, AI, and Building the Cloud

Joseph Dominguez, President and CEO of Constellation, discussed global aspects of the energy business. This interview was recorded on Jan. 20, 2026, at the World Economic Forum meeting in Davos, Switzerland.

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Constellation CEO on Transmitting Energy Globally

Joseph Dominguez, President and CEO of Constellation, discussed the future of the electric vehicle industry. This interview was recorded on Jan. 20, 2026, at the World Economic Forum meeting in Davos, Switzerland.

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Constellation CEO Sees Steady Growth for EV Demand

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Constellation CEO on Trump's Plan to Cut Mid-Atlantic Electrical Bills

This level of energy demand has not been seen "in a long period of time," said Joseph Dominguez, President and CEO of Constellation. This interview was recorded on Jan. 20, 2026, at the World Economic Forum meeting in Davos, Switzerland.

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Constellation CEO on What Hyperscalers Mean For the Energy System

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BofA’s Favorite Non-AI Stocks

Jack Hough talks to TJ Thornton, Head of Global Research Product Marketing at BofA Securities about diversifying stocks to hedge AI risks.

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Steve Quirk, chief brokerage officer at Robinhood, breaks down the value of tokenizing stocks in different markets.

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Jack Hough talks to Steve Quirk, chief brokerage officer at Robinhood, about trends in retail investing.

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Although the northeast is still a “very strong market,” advisors and wealthy clients have been moving to the Southeast since Covid, says Jeff Gonyo, head of Wealth Management at Steward Partners.

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Advisors and Wealth Are Shifting to the Southeast

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How Ellevest Works With Advisors and Alternative Investments

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‘You Have to Be Able to Connect With People’

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Sustainable Investing and the Wealth Transfer

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Tom Klingman, the managing partner of Klingman & Associates, suggests that advisors should seek exposure to various parts of the firm to make sure that their skills and interests are aligned.

https://m.wsj.net/video/20250715/80460cf1-4b99-4eda-b2c0-8103af65e430/1/hls/manifest-hd-wifi.m3u8

Ensuring That Your Skills and Passions Are Being Optimized

It was 13 years ago that I joined my dad's firm. And a lot of the initial conversations were around, well, you know, he wanted to build a firm that was gonna outlive him and I was gonna be a part of that. but it was not gonna be just me. And I viewed that really as an opportunity. How is that an opportunity? Because I didn't have to be a wealth advisor if I didn't want to be a wealth advisor.

You can go into a COO role, you can help build the business in that way.

At that time, dad was really, we had 10 people that worked for us, right? In 2012 or 13, or really I should say, worked for him. And when I joined, he had made the decision and he had worked with different advisor coaches and consultants that he was of the belief that he did not wanna sell his practice. Like many were at that point, obviously more have since then and had worked with Michael Pallia Focused Financial Partners in terms of talking through succession or planning or what they might offer him. And really, you know, sort of made through these different conversations that he was having the decision that he wanted to ultimately build an enterprise, right? Not just a practice. So for me, that was a great opportunity because I came in and really initially was an investment analyst. So as much as I dove deep on chemical companies, I knew very little about portfolio construction. About asset allocation, about asset location, right? Tax efficiency, so for me it was coming in, learning something from the ground up, being an investment analyst, right? And then understanding, okay, I like this, but I don't love this. So then I was able to work as a junior advisor to my dad and I realized, okay, this is what I really like. I wanna work with the clients, I wanna work directly with the families, I wanna understand the investments, but I don't want that to be my entire job. And it was pretty clear that I didn't have the skillset at that time, or the want to, to really run the operation side of the business 'cause you know, I think with dad and many of these other people of his generation, right, that didn't work for a JP Morgan or a Morgan Stanley, but did it themselves on the independent side. They sort of had to cobble it together over time, right? And you hire people to fill certain roles, whatnot. But then ultimately, if you make the decision, I'm gonna have this outlive me, you know, what dad was very clear on is I've been doing three things. I've been a wealth advisor, I've been a chief operating officer, meaning running the business and I've been running the investments, right? Clients, investments, business, I can't do all three anymore. And he always said, and I think this is inaccurate, but that he was an A plus, I think that's accurate, with the clients. You know, a B with the business and a B plus A minus with the investments. Now, I think he was an A plus with the clients, A minus, A with the investments. Give him an A.

I'll give him an A.

Give him an A. And I think with the business, he was probably more of a high B, low A, but recognized of all the things. And also in terms of what he had interest in doing, that that was kind of far down the list. And so it was communicated to me, you know, very clearly in 2012, hey, I want you to join, but you're gonna join and you're gonna be a part of a larger group, right? A larger enterprise, so that was exciting to me. I think other people might have been turned off by that. I viewed it as, let's grow this pie and I'm gonna figure out, right, what I like to do, how I like to do it, and be a part of a larger group. I think that fit my personality well. I'm not sure it's necessarily for every sort of successor next generation, you know, owner, but I think I saw the bigger picture, which was the opportunity to really take the, you know, kind of kernel of client service that we have that is exceptional and comes all from dad, to take that and then build sort of a larger, more long lasting organization around that.