The Turnaround Decision

Summit fever has a financial cousin – and the cure is the same in both places. Decide what would make you turn around before you’re standing there.

There’s a phrase climbers use for the thing that gets people killed, and it isn’t weather or altitude or bad rope work. It’s summit fever – the pull that takes hold when the top is close and every reason to keep going suddenly sounds more convincing than it did at breakfast.

Stefan Gruber described it well in a recent On Adventure conversation. He’s turned back from the Grand Teton twice. What stayed with us wasn’t the turning around; it was how he thought about the times things worked out anyway. There’s a certain store of luck, he said, and it runs out eventually. Surviving a bad decision doesn’t make it a good one.

We’ve thought about that line a lot, because we watch a version of it play out at desks and kitchen tables all the time.

The Financial Version

Summit fever in a financial life doesn’t look dramatic. It looks like reasonableness, which is exactly what makes it hard to catch.

It’s the concentrated stock position that has done so well that selling any of it now feels like quitting early. It’s the business someone meant to step back from three years ago, still going, because this year is finally the year it all pays off. It’s the rental property that stopped making sense a while ago but has become part of how a person describes themselves. It’s the goal set at forty-five that nobody has re-examined at sixty, still quietly driving decisions.

In every case the pattern is identical. The commitment was sound when it was made. Conditions changed. And the reasons to keep going are being generated by the part of us that has already decided.

That’s the tell. When we notice ourselves reaching past the original reasons for new ones, something has usually shifted.

Why It’s Hard in the Moment

Standing a few hundred feet below a summit is the single worst place to evaluate whether you should be there.

You’re tired. You’ve spent real money and real time. Everyone around you has too. The thing you came for is right there, and the effort already sunk feels like an argument for continuing rather than what it actually is – gone either way, and irrelevant to the decision in front of you.

Financial decisions inherit all of it. Add in the fact that turning around usually means admitting the plan changed, which people hear as admitting the plan was wrong. It wasn’t. Conditions changed. Those aren’t the same thing, and conflating them is what keeps people on routes they’d never choose fresh.

Then there’s the quiet distortion Stefan named: if the last three times you pushed through it worked out, the lesson you absorb is pushing through works. The sample is too small and the stakes are too asymmetric for that to be a lesson at all.

Set the Criteria Before You’re Tired

Here’s the part climbers actually do, and the part most of us skip.

Serious parties set a turnaround time before they leave camp. Not a feeling – a time. If you aren’t at the summit by then, you go down, whatever the weather is doing and however good your legs feel. The whole point is that the decision gets made by the version of you that’s rested, unhurried, and not staring at the top.

The financial equivalent is the same move. Decide in advance what would change your mind, write it down, and let the calm version of yourself bind the tired one.

That might sound like:

  • “If this position passes a set share of our investable assets, we trim on a schedule – regardless of how it’s performing or what we think happens next.”
  • The business. “If I’m still working past a certain date, or if these specific conditions are met, we run a real conversation about transition – not a mental note, a meeting on the calendar.”
  • A property or venture. “If it hasn’t cleared this bar by this date, we sell. Not because it failed, but because that’s what we said.”
  • The plan itself. “We revisit the assumptions every year on a set date, including the ones we’re most attached to.”

The specifics belong to the family. The structure is what matters: a condition, a date, and an action, decided while nothing is on the line.

Turning Around Isn’t Failure

This is the piece worth saying plainly, because a lot of capable people carry the opposite belief.

Changing course is not the same as being wrong. Stefan will go back to the Grand Teton. The two attempts he walked away from didn’t cost him the mountain – they’re the reason he’s still available to climb it. Alex Potts, in another recent conversation, made the related point from the other direction: being fit enough to push harder isn’t the same as knowing whether you should. Experience is largely the accumulated ability to tell those apart.

The families we see handle change well aren’t the ones who never adjust. They’re the ones who built permission to adjust into the plan from the beginning, so that when the moment comes, it reads as judgment rather than defeat.

The summit will still be there. The point was never to reach it on this particular day. The point was to keep being someone who gets to go back.

If you’re carrying a decision like this right now – a position, a business, a goal you’ve outgrown but haven’t said so out loud – we’d be glad to sit down and think it through with you.

Ridgeline Wealth Advisors

This material is for general educational purposes and does not constitute investment, tax, or legal advice. It is not a recommendation of any particular strategy or security and does not account for any individual’s circumstances.

When the Market Feels Too High

What to do with the sense that this can’t keep going – and why the answer is usually a calendar, not a forecast.

We’ve been hearing a version of the same sentence in a lot of conversations lately. It comes out differently depending on the person, but underneath it’s always the same thing.

This feels too high. It can’t keep going up like this.

Nobody says it as a prediction. That’s the interesting part. It arrives as a feeling – a kind of low-grade unease that sits in the background of an otherwise good year. People aren’t asking us to confirm a thesis. They’re asking whether they’re the only one who feels it.

They aren’t. And we don’t think the feeling is irrational or something to be talked out of. But we do think it’s aimed at the wrong question.

The Feeling Is Real. The Question Underneath It Is Better.

When someone says the market feels too high, the literal question is about market levels. The real question, almost always, is closer to this: if something goes wrong, does it reach me?

That’s a much better question. It’s also an answerable one, which the first question isn’t.

Nobody knows where markets go from here. We don’t, and neither does anyone who tells you otherwise with confidence. What we do know – with a fair amount of precision – is what a given family needs to spend over the next several years, and where that money is currently sitting. That second thing is entirely within our control. The first never has been.

So when the unease shows up, we tend to stop talking about markets and start talking about a calendar.

Matching Money to When You Need It

There’s a way of thinking about portfolios that institutions have used for a long time, usually under a name that does it no favors – liability-driven investing. Pension plans use it because they have to. They know roughly what they owe and roughly when they owe it, so they build the portfolio around those obligations rather than around a benchmark.

Strip the jargon away and the idea is simple enough to explain on a napkin. Money you need soon shouldn’t be exposed to things that move a lot in the short run. Money you don’t need for a long time can be.

Families have obligations too. They just don’t call them that. Tuition in three years. The roof. The gap between retiring and turning on Social Security. A parent who may need help. A business that will need working capital before it needs anything else.

Once those are on a timeline, the portfolio starts to organize itself. The near-term needs get funded with cash and shorter-term bonds, where the point isn’t return – it’s certainty about the number and the date. The long-term needs get funded with assets that can grow, because they have the one thing growth assets require: time to recover from being wrong.

Everything in the middle gets sorted accordingly.

Why This Answers the Feeling

Here’s what changes when a plan is built this way.

A decline stops being an event that threatens the whole structure and becomes an event that affects one part of it – the part you weren’t going to touch for a decade anyway. You’re not selling into it, because the money for the next several years of living was never in there to begin with.

That’s the whole mechanism. It isn’t clever. It doesn’t require predicting anything. It just means that when markets do what markets periodically do, the household’s actual spending doesn’t depend on the timing.

Experienced parties in the mountains don’t manage risk by predicting the weather. They manage it by carrying enough food, fuel, and daylight that bad weather becomes an inconvenience instead of an emergency. The forecast is interesting. The margin is what gets you home.

How much margin is right depends entirely on the family – on what’s being spent, what else is coming in, how the rest of the picture is built, and honestly on how a given person is wired. Some people sleep fine with less. Some need more, and that’s a legitimate input rather than a weakness to be corrected. This is a conversation, not a formula.

What This Doesn’t Do

Two honest caveats, because we’d rather say them out loud.

This approach doesn’t make you more money when markets rise. Holding several years of spending in cash and short-term bonds has a cost, and the cost is opportunity – in strong years, that money would have done better elsewhere. What you’re buying isn’t return. It’s the ability to not be forced into a decision at the worst possible time.

And it doesn’t eliminate the feeling. You may still look at a statement and think this can’t last. You’ll just be looking at it from a position where the thought doesn’t require you to do anything about it.

That, in our experience, is most of what people are actually after. Not certainty about markets – nobody’s selling that – but the ability to hold an uncomfortable thought without it turning into an action you regret.

The Question We’d Ask Instead

If the feeling has been visiting you lately, try trading the question in.

Instead of is the market too high, ask: how many years of my actual life are already funded, no matter what happens next?

If you know that number and it sits comfortably against your timeline, the feeling loses most of its teeth. If you don’t know the number, that’s not a market problem – and it’s a much easier one to fix.

We’re always glad to walk through it. If you’d like to see what your own version of that number looks like, we’re here and happy to help.

Ridgeline Wealth Advisors

This material is for general educational purposes and does not constitute investment, tax, or legal advice. It is not a recommendation of any particular strategy or security, and it does not account for any individual’s circumstances. Allocation approaches involve risk, including possible loss of principal, and no approach guarantees a particular outcome.

Legacy Is Caught, Not Taught: Raising Kids Who Can Carry What You Build

There’s a line from a recent On Adventure conversation that we haven’t been able to shake. Talking about his own children, ultrarunner Aaron Saft said that legacy is something children catch rather than something we teach. He wasn’t talking about money – he was talking about the way his kids absorbed a love of the outdoors by watching, not by being lectured. But the more we sat with it, the more it felt like the truest thing anyone has said about passing on wealth.

Most families we work with have thought carefully about the mechanics of transferring assets – the wills, the trusts, the beneficiary designations. Far fewer have thought about the harder question underneath it: will the people who inherit this be ready to carry it? And that readiness, it turns out, is caught long before it’s ever formally taught.

The Quiet Curriculum

Children learn how money works in a household the same way they learn a first language – by immersion, years before anyone sits them down to explain it. They watch whether money is a source of tension or calm. They notice whether generosity is a habit or an afterthought. They pick up on whether work is something you resent or something you take pride in. By the time a family is ready to talk openly about the estate, the deeper lessons have usually already been absorbed, for better or worse.

This is good news and hard news at once. The good news is that you have far more influence than a single conversation could ever carry. The hard news is that you can’t outsource it to a document. A beautifully drafted trust can protect assets, but it cannot manufacture judgment, gratitude, or a sense of purpose in the person who receives them.

What Actually Gets Passed Down

When we ask families what they most hope to leave behind, almost no one leads with a dollar figure. They talk about work ethic. About generosity. About the sense that the family stands for something. The money is real and it matters – but it tends to be the vehicle, not the destination.

That reframing changes how a plan gets built. If the goal is simply to transfer the largest possible sum, the plan is an exercise in tax efficiency. If the goal is to transfer capacity – the values and the competence to steward what’s been built – then the plan has to include the people, not just the assets. That might mean bringing adult children into age-appropriate conversations earlier. It might mean letting them practice with real decisions while the stakes are still small. It might mean being honest about how the wealth was built, including the setbacks, so the next generation inherits the full story and not just the balance sheet.

Small, Repeated Signals

Because legacy is caught, the signals that matter most are usually small and repeated rather than grand and occasional. A family that gives together, even modestly, teaches generosity more effectively than a one-time gift ever could. A parent who talks openly about a financial mistake teaches resilience and honesty. A household where money is discussed calmly, without shame or secrecy, raises children who can do the same as adults.

None of this requires a fortune, and none of it happens on a deadline. It’s the accumulation of ordinary moments – the same way a hundred-mile race is really just one mile run a hundred times.

Where a Plan Fits

This is where the financial and the personal meet. The structures still matter enormously – thoughtful estate planning, clear documents, and a shared understanding of who does what and when can spare a family real pain down the road. But the structures work best when they sit on top of a family that has been quietly prepared to receive them. One without the other tends to disappoint.

If you’ve been thinking about what you want to pass on – and, just as importantly, to whom, and how ready they are – that’s a conversation worth having out loud. We’re here and happy to help you think it through.

This article is for general educational purposes and is not intended as legal, tax, or investment advice. Please consult your own advisors regarding your specific situation.

Ridgeline Wealth Advisors

The Owner’s Long Trail: Planning the Years Before You Sell

Ask a seasoned hiker about a big route and they’ll tell you the summit gets all the attention, but the descent is where people get into trouble. Ed Viesturs, the mountaineer, put it plainly: getting to the top is optional; getting down is mandatory. We think about that a lot when we sit with business owners, because selling or handing off a company is a lot like the descent. The years of climbing – building the thing, making payroll, growing it – get all the glory. The way down gets far less planning than it deserves, and it’s where the real risk lives.

For many owners, the business is the single largest asset they’ll ever hold, and often the least liquid. The transition from owning it to having sold it is one of the biggest financial and personal shifts a person can go through. It rewards the people who start early, and it tends to punish the ones who wait until a buyer is already at the table.

The Trail Starts Years Before the Sale

The most common regret we hear isn’t about price. It’s about timing – specifically, about how little runway an owner left themselves. The moves that most improve an eventual outcome tend to take years, not months: cleaning up the financials so the numbers tell a clear story, reducing the degree to which the business depends on the owner personally, building a management team that can run things without you in the room, and documenting the systems that live only in your head. A buyer pays more for a business that can thrive without its founder – and, not coincidentally, that same work makes the business easier and more enjoyable to run in the meantime.

Starting early also creates options. An owner with a five-year horizon can be patient, wait for the right buyer or structure, and walk away from a bad deal. An owner with a five-month horizon is at the mercy of whatever offer appears. Time, on this trail, is leverage.

Liquidity Is a Different Animal

There’s a particular disorientation that comes with turning an illiquid asset into a liquid one. For years, wealth has been tied up in something you could see, touch, and influence. After a sale, it becomes a number in an account – and suddenly the questions change entirely. How much is enough to support the life you want? How should proceeds be positioned when they arrive all at once, rather than earned gradually over time? What are the tax implications of the deal structure, and how do they ripple across the years that follow?

These aren’t questions to answer in the closing week. They’re far better handled in advance, when there’s still time to shape the structure of the sale itself rather than simply react to it. The decisions made before the transaction often matter more than the decisions made after.

The Question Nobody Puts on the Term Sheet

Then there’s the part that no valuation captures: who are you when the business is no longer yours? For many owners, the company isn’t just what they do – it’s a large part of who they are, the thing that organizes their days and their sense of contribution. We’ve watched financially successful sales leave people unexpectedly adrift, simply because no one planned for the identity transition alongside the financial one.

The owners who navigate this well tend to have thought ahead of time about what the next season is for. More time with family. A cause they want to pour into. A different kind of work, or the freedom to explore. The money is what makes those things possible, but it isn’t the thing itself – and knowing the difference ahead of time makes the descent far steadier.

Where We Come In

A good transition plan pulls all of these threads together: the operational work that makes a business more valuable and more sellable, the financial planning that turns a lump sum into lasting security, the tax and structural thinking that’s most powerful when it’s early, and the personal question of what comes next. None of it has to happen at once. But the sooner the trail is mapped, the more control you keep over how it ends.

If a transition is somewhere on your horizon – even a distant one – it’s worth starting the conversation now, while time is still on your side. We’re here and happy to help you think it through.

This article is for general educational purposes and is not intended as legal, tax, or investment advice. Please consult your own advisors regarding your specific situation.

Ridgeline Wealth Advisors

Stewarding Significant Wealth: Navigating Complex Financial Decisions

At a certain point, the financial conversation shifts.

For most people, the early stages of building wealth are focused on accumulation. Growing a business, investing consistently, and creating a sense of security. But when wealth reaches a level of real significance, the questions change. It becomes less about whether you have enough and more about what you do with it, how you protect it, and whether it continues to reflect what actually matters to you.

That is the work of stewardship. And it looks very different from standard financial planning.

The complexity is real

Ultra-high-net-worth families face a different set of decisions than most financial plans are built to address. A portfolio may span public investments, real estate, private companies, philanthropic structures, and multigenerational planning. Each layer adds another decision point. Taxes matter more. The structure of asset holdings matters more. Family dynamics matter more.

And here is something that surprises many people: the margin for costly mistakes does not shrink just because there is more money on paper. In some ways, it grows. Complex wealth requires more coordination, more intentionality, and a plan that is built around your specific situation, not a template.

Tax planning is not an afterthought

For families managing significant wealth, tax planning is often where the most valuable work happens. Not because every decision should be made to save taxes, but because the tax consequences of major decisions deserve to be considered before they are made, not after.

The most effective planning weaves together investment strategy, estate considerations, charitable giving, and liquidity needs. When those pieces are coordinated, families can be much more deliberate about timing, ownership structures, and how different assets fit into the larger picture.

Beyond a traditional portfolio

Many families at this level begin exploring opportunities outside of a standard investment portfolio. Real estate, private companies, alternative investments, and family-office-style structures can all offer meaningful diversification and long-term potential. But they also entail greater complexity, more due diligence, and a need for clarity about how each piece fits the overall plan.

The question worth asking is not just “What is the return on this?” It’s “How does this serve the life and legacy we are building?”

Using wealth well, right now

One of the most common patterns we see is this: families who have worked hard to build significant wealth end up waiting too long to use that wealth intentionally. There is always a reason to hold off. Another milestone to hit. Another uncertainty to resolve first.

But wealth is most powerful when it is engaged with intention now. That might mean funding the experiences that matter most to your family. Supporting causes that align with your values. Helping the next generation understand both the opportunity and the responsibility that comes with what they will inherit. Sometimes it simply means giving yourself permission to live fully into the life your planning has made possible.

Good stewardship is not about being cautious to the point of paralysis. It is about making decisions that are values-aligned, tax-aware, and built to last, while also actually living.

The real work

At the highest levels of wealth, financial planning is not primarily about performance. It is about making sure the decisions you make today reflect who you are and what you want your wealth to do.

That requires a plan that accounts for complexity, a team that understands the landscape, and the clarity to know what you are building toward. Not just financially, but in life.

Wealth creates opportunity, but it also creates responsibility. If your financial picture has grown more complex and your planning has not kept pace, it may be time to revisit whether your strategy truly reflects the life you’re building. Reach out to our team to start the conversation.

AI Will Not Replace a Great Advisor. It Will Almost Certainly Replace a Good One

And why some clients will need a human in the room more than ever. 

I want to say something that I think a lot of people in my industry are afraid to say out loud.

Artificial intelligence is going to replace a great many financial advisors over the next decade. Probably most of them. The advisors who run a tidy practice doing solid, competent work – gathering documents, building plans in commercial software, rebalancing portfolios on a quarterly schedule, screening for tax-loss harvesting opportunities, drafting client letters that sound like every other client letter – those advisors are in real trouble. Not because they are bad at their jobs. Most of them are quite good. They are in trouble because the things that make them good are the things AI can now do faster, cheaper, and at three in the morning.

I am not predicting this from a distance. I use AI every day in my own practice. Anyone in my industry who tells you the technology is overrated has not actually used it. It is not overrated. It is one of the most consequential tools to come into financial services in my career, and it is improving on a timescale that should make every advisor pay close attention.

So let me be clear about what I am claiming and what I am not. I am not claiming that the human advisor disappears. I am claiming that the bar for being worth what you cost is rising quickly and that the people who used to settle for a good advisor will, before long, get a better version of that good advisor for free, or close to it, from a chatbot. The gap that survives is between the great advisor and the AI. And great is harder to define than most of my colleagues like to admit.

What AI is genuinely good at – and what “good” advisors mostly do

If you sit down and list the actual tasks a competent advisor performs in a typical week, a sobering thing happens. Most of them are tasks AI either already does well or is about to. Pulling in a client’s documents and summarizing what is in them. Comparing two retirement scenarios. Calculating a Roth conversion. Drafting a quarterly letter. Researching a tax law change. Evaluating an annuity contract. Building a cash flow projection. Spotting a missed beneficiary designation.

None of this is glamorous work, but it is most of the work. And it is the work that, until very recently, justified a full time person doing it. That justification is eroding. Software that costs a client $30 a month can now do a credible first pass on most of these tasks, and within a few years it will do a near-final pass. The advisor who built a career on being the diligent middle layer between the client and the financial machinery is being replaced from underneath by a tool that does the diligent middle layer for free.

That is the bad news. Now the good news, which is also the more interesting news.

The clients AI cannot serve well

There is a category of client for whom AI will never fully be enough, and the reason has nothing to do with technology. It has to do with the structure of the problems they are trying to solve. In my experience, three characteristics tend to define this group. Many of the people I work with fit these characteristics. The clients who need a great advisor likely have all three.

First, complicated financial situations. I am not talking about a household with a 401(k), a Roth IRA, and a mortgage. AI handles that beautifully. I am talking about the business owner whose personal balance sheet is wound around an operating company, a holding LLC, a real estate entity, and a buy-sell agreement that has not been updated since the partner left. I am talking about the family that has wealth flowing across two generations, with trusts that were drafted in different decades by different attorneys with different assumptions. I am talking about the executive whose compensation includes restricted stock, performance shares, deferred comp, and a non-qualified plan that interacts with their cash flow in ways that change every year. AI can produce a remarkably good overview of any one of these pieces. Where it struggles is in the connective tissue, the place where the entity structure, the estate plan, the tax exposure, the family dynamics (always the gasoline on the fire!), and the operating reality of a closely held business all touch each other. That is where decisions actually live, and that is where the analysis is messy enough, and the data is incomplete enough, that you need a human who has seen this kind of mess before.

Second, a high regularity of consequential decisions. Some clients live a financial life with very few decision points. They save into their plan, they hold a diversified portfolio, they rebalance on a schedule, they retire on a date, and most of the work is just steady execution. They benefit enormously from a sound plan and a low-cost portfolio, and frankly, AI can carry a lot of that load. But other clients face a steady drumbeat of real decisions. Should I take the buyout offer or hold out for a better one? Do I exercise the options now or wait? Should we sell the second home or keep it? Do we lend to our son’s startup or write a check we cannot ask back for? Do I move the trust to a different state? Do I take the partnership stake? Do I retire in eighteen months or push it three more years? When decisions of this kind arrive every few weeks rather than every few years, you do not need a tool. You need a thinking partner, someone who knows your situation cold, who you trust, who you can call on a Tuesday afternoon and say, here is what I am turning over in my head, what am I missing? That kind of relationship is not something a chat window provides, no matter how clever the chat window gets.

Third, high consequences and costs attached to those decisions. A wrong move on a $40,000 401(k) contribution is forgivable. A wrong move on a $40 million liquidity event is not. A misread on the timing of a Roth conversion can cost a few thousand dollars; a misread on the structure of a business sale can cost seven figures and a strained relationship with a sibling. When the dollar amounts get large enough, or when the decisions become irreversible enough, the value of being right goes up, and the value of being wrong goes up faster. Clients in this position are not paying for information. They are paying for judgment under pressure, and they are paying for someone to share the weight of the decision with them. That is fundamentally a human service. It always has been. AI does not change it. If anything, AI raises the stakes, because the people on the other side of these transactions…the buyer, the IRS, the opposing trustee, the estate attorney…are using AI too, and the playing field at the high end is getting more sophisticated, not less.

What “great” actually means now

I have been thinking a lot about what separates the advisors who will thrive in the next ten years from the ones who will not, and a lot about the clients who will need them. It is not credentials. It is not technical knowledge.  AI is a great equalizer on technical knowledge, and the playing field there is collapsing fast. There is no longer a scarcity premium added to knowledge.  The advisors who will thrive are the ones who do the work AI cannot do, and that work has a specific shape.

It is the work of being a thinking partner before a decision, not just a report generator after one. It is the work of pushing back when a client wants to do something you believe will hurt them, and doing it in a way they can hear. It is the work of holding a conversation across years, remembering what the client said three Christmases ago about their daughter, and connecting it to what is being decided this Tuesday. It is the work of judgment in places where the data is incomplete, the stakes are real, and the answer is not in any model. It is, in a word, presence.  The kind of presence that does not scale, cannot be automated, and is exactly the thing that the right kind of client will pay for as long as I am alive to provide it.

If you are a client of mine reading this, I want you to know I take this seriously. I am using every AI tool I can get my hands on, not to replace what I do for you, but to free up more of my time and attention for the part of the job that actually matters when your number is called. The diligent middle work…the research, the modeling, the document review, the first drafts…should be done faster and cheaper every year. That is good for you. The real work, the conversation that happens when something hard is on the table and you need someone in the room with you, is exactly where I want to be spending more of my time, not less.

And if you are reading this and wondering whether you have the kind of financial life that justifies a great advisor – whether the complexity, the decision velocity, and the stakes really warrant the relationship – that is a fair question to ask. For some people, the honest answer is no. A good chatbot, a target-date fund, and a disciplined savings habit will get them where they are going. For others, the answer is firmly yes, and the cost of being wrong about it is too high to leave to a tool that, however brilliant, has no skin in your game.

Knowing the difference is itself a financial decision. And it might be the most important one you make this year.

 

Four Common Money Questions, Answered in Plain English

At Ridgeline Wealth Advisors, we believe financial literacy should feel practical, not intimidating. Here are four common questions we hear, with straightforward answers to help you think clearly about cash, investing, and market headlines.

Is investing in gold or other metals worth it?

Maybe for some people as a small, specialized part of a broader plan—but not as a guaranteed shield against inflation or market stress.  Gold has had significant price swings and has not reliably tracked inflation over long periods. If someone is focused specifically on inflation protection, Treasury Inflation-Protected Securities, or TIPS, have historically been a more direct inflation-linked tool, though no approach is perfect.

Possible benefits of precious metals can include:

  • Diversification in some environments
  • A tangible asset some people find psychologically reassuring
  • Potential value during certain inflationary or crisis periods

But there are also tradeoffs:

  • Prices can be volatile
  • Gold is not an investment…there are no future expected cash flows so no way to discount cash flow to determine a fair present value share price.  It is pure speculation.
  • Metals generally do not pay interest or dividends
  • Physical ownership can involve storage, insurance, and transaction costs
  • Tax treatment can differ from stocks and mutual funds

At a high level, physical gold and many precious metals are generally taxed when sold. Some structures may be treated as collectibles, which can mean different tax treatment than stocks. Some gold ETFs may also be taxed differently depending on how they hold the metal. In some states, sales tax may apply when buying physical metals.

In short, precious metals may have a role for some investors, but they are not a one-size-fits-all solution.

What does it really mean when the stock market drops, and when should we worry?

A market drop usually means investors are willing to pay less for many publicly traded companies than they were willing to pay before. That can feel unsettling, but downturns are a normal part of investing and the ‘price of admission’ to get higher expected returns in the long-term. Short-term volatility by itself is usually not a reason to abandon a long-term plan. The better question is often not, “What is the headline today?” but, “Have my own needs changed?”

The S&P 500 is a widely followed index of 500 large U.S. companies, so it is often used as a quick snapshot of how large U.S. stocks are doing. But indexes are not available for direct investment and do not reflect actual portfolio expenses.

Market declines can be uncomfortable, but they are also part of how long-term investing works. For many people, the more important issue is whether their own liquidity needs, time horizon, or risk tolerance have changed—not whether markets are simply having a difficult week.

Is it ever okay to keep cash in a shoebox or under your mattress?

A small amount of physical cash for convenience is a personal choice. But for reserve cash, source materials support prioritizing liquid, interest-earning, FDIC-eligible options over storing large amounts at home.  An emergency fund, or protective reserve, exists to help cover unexpected expenses and near-term spending needs without forcing you to sell long-term investments at the wrong time. The exact amount depends on your situation, but the core idea is simple: keep enough cash accessible for real-life surprises.

There is also a tax angle. Money in a savings account may earn taxable interest. Cash at home does not generate taxable interest because it earns nothing. But that comes with tradeoffs: cash at home is easier to lose, steal, or destroy, and it can be harder to document.

How does a CD work?

A certificate of deposit, or CD, is a bank savings product. You agree to leave money at the bank for a set term—such as 3 months, 1 year, or 5 years—and in exchange the bank pays a fixed interest rate. If you take the money out early, the bank will usually charge an early withdrawal penalty. When the CD reaches maturity, you can typically:

  • Withdraw the money
  • Move it into a new CD
  • Let it renew automatically, depending on the bank’s terms

At a high level, CD interest is generally taxable as ordinary income in the year it is credited or made available, even if you do not withdraw it. Banks typically report that interest on Form 1099-INT. Early withdrawal penalties may be deductible on a federal return, and state tax treatment can vary.

Closing Thought

Good financial decisions often start with matching the tool to the goal: cash for short-term needs, savings vehicles for reserves, and long-term investments for long-term objectives.  Most financial options are not bad tools to have in the toolbox as long as you know when it’s appropriate to use which tool.  Don’t let me find you trying to fix your mirror with a hammer…it won’t go well.  Neither will using the incorrect financial tool.

The 3 Biggest Tax Questions We’re Hearing Right Now

Every year brings its share of tax changes, but 2026 is different. The One Big Beautiful Bill Act, signed into law on July 4, 2025, made sweeping updates to the federal tax code — some permanent, some temporary, and nearly all of them generating questions from the families and individuals we work with. Rather than try to cover everything at once, we wanted to focus on the three topics that have come up most often in recent conversations and break them down in plain language.

“How Does the New SALT Deduction Cap Affect Me?”

If you live in a state with meaningful income or property taxes, you’ve probably felt the sting of the $10,000 cap on the state and local tax (SALT) deduction that’s been in place since 2018. Good news: the new law raises that cap to $40,000, effective for the 2025 tax year. For 2026, it ticks up to $40,400 and will continue increasing by one percent annually through 2029.

For a household earning $400,000 and paying $30,000 in combined state income and property taxes, this is a significant change. Under the old rules, only $10,000 of that was deductible. Now, the full $30,000 qualifies. That’s a real reduction in taxable income.

However, the expanded cap comes with an income-based phaseout. If your modified adjusted gross income exceeds $500,000 (or $250,000 for married filing separately), the cap is reduced by 30 cents for every dollar above that threshold. By the time income reaches roughly $600,000, the deduction phases back down to $10,000. So a couple earning $550,000 would see their maximum SALT deduction reduced to about $25,000 — still much better than $10,000, but not the full benefit.

A few things worth noting. First, if you’ve been taking the standard deduction because the old SALT cap made itemizing less worthwhile, it’s time to run the numbers again. Second, business owners using pass-through entity tax elections can still deduct state taxes at the entity level — the new law didn’t restrict that workaround. And third, this expansion is temporary. The cap reverts to $10,000 in 2030, which means there’s a planning window worth being intentional about.

“With the Estate Tax Exemption at $15 Million, Do I Still Need an Estate Plan?”

For years, families were on edge about the federal estate tax exemption. Under the 2017 Tax Cuts and Jobs Act, the exemption had been roughly doubled to about $14 million per person, but it was set to drop back to around $7 million at the end of 2025. The new law resolved that uncertainty by permanently raising the exemption to $15 million per individual — $30 million for married couples — effective January 1, 2026. Beginning in 2027, it will be indexed for inflation, and unlike the prior law, there’s no sunset provision.

So does that mean estate planning is no longer necessary? Not at all. The federal exemption is only one piece of the puzzle. Eighteen states plus the District of Columbia impose their own estate or inheritance taxes, often with much lower thresholds — in some cases as low as $1 million. A couple with $20 million in assets might owe nothing federally but could face a significant state tax bill depending on where they live.

Beyond taxes, a good estate plan addresses guardianship for minor children, powers of attorney, the orderly transfer of business interests, and probate avoidance. These things matter regardless of exemption levels.

The higher exemption also creates interesting planning opportunities. If your estate is comfortably below $15 million, the focus may shift from estate tax reduction toward income tax efficiency. Holding appreciated assets until death to take advantage of the step-up in basis, for example, could eliminate capital gains taxes on decades of growth. On the other hand, families with larger estates should continue using trusts and other transfer strategies, because the 40 percent federal estate tax rate on amounts above the exemption hasn’t changed.

“What Are All These New Deductions I Keep Hearing About?”

The new law introduced several targeted deductions that are genuinely new to the tax code. Here are the ones generating the most conversation.

Tips. Workers who receive tips can now deduct up to $25,000 in tip income from their taxable earnings. This applies to anyone in a tipped occupation — servers, hairstylists, rideshare drivers, and more — and it’s available whether you itemize or take the standard deduction. The deduction phases out at higher income levels and is temporary, running through the 2028 tax year.

Overtime. Overtime wages now qualify for a similar above-the-line deduction. If you earn time-and-a-half or double-time under the Fair Labor Standards Act, a portion of that income may be deductible. This is aimed at hourly and non-exempt workers, and it requires that your employer accurately report overtime pay on your W-2.

Auto loan interest. Perhaps the most surprising new break: interest paid on auto loans is now deductible up to $10,000 per year. This applies to personal vehicles, not just business ones. The deduction phases out starting at $100,000 of adjusted gross income for single filers ($200,000 for joint filers) and is fully eliminated at $150,000 ($250,000 for joint filers). Your lender is required to provide a statement of interest paid by January 31.

Senior deduction. Taxpayers 65 and older can claim a new deduction of up to $6,000 per qualifying individual, or $12,000 for married couples filing jointly where both spouses qualify. This sits on top of the existing standard deduction and the additional standard deduction for seniors. It phases out at six percent of modified adjusted gross income above $75,000 for single filers ($150,000 for joint filers) and is available for tax years 2025 through 2028.

Higher standard deduction. Finally, the standard deduction itself increased to $32,200 for married couples filing jointly, $16,100 for single filers, and $24,150 for heads of household for the 2026 tax year. These higher amounts are now permanent.

Putting It All Together

The common thread across all three of these topics is that the tax landscape has shifted in ways that create real opportunities — but also real complexity. Some provisions are permanent, others expire in a few years, and many come with income-based phaseouts that can change the math quickly depending on your situation.

Our advice? Don’t assume last year’s strategy still works. Whether it’s revisiting whether to itemize, rethinking your estate plan, or making sure you’re capturing every new deduction available to you, a fresh look at your tax picture is well worth the effort. As always, we’re here to help you think through it.

This article is provided for educational purposes only and does not constitute tax, legal, or investment advice. Tax laws are complex and individual circumstances vary. Please consult with a qualified tax professional or your financial advisor before making any decisions based on the information presented here.

New Tax Season, New Tax Code: What Changed In 2026 – And Why It Matters

As we approach another tax filing season, it’s a good time to take stock of the most meaningful changes that affect U.S. taxpayers for the 2026 tax year (returns you’ll file in 2027). This year’s filing period reflects not just inflation adjustments but also significant provisions of the One, Big, Beautiful Bill Act (OBBBA), the major tax law signed in 2025 that locked in and updated several key tax provisions. (IRS)

Understanding these changes can help you plan earlier in the year — not just react at tax time.

Key 2026 Tax Changes at a Glance

Below are three major areas where taxpayers will see meaningful adjustments for the 2026 tax year:

1) Updated Federal Income Tax Brackets

The IRS annually adjusts tax brackets for inflation. For 2026, the seven familiar federal income tax brackets remain (10%, 12%, 22%, 24%, 32%, 35%, 37%), but the income thresholds have shifted upward, helping many taxpayers avoid “bracket creep.”

2026 Federal Income Tax Brackets (Taxable Income) (OneDigital)

Tax Rate

Single Filers

Married Filing Jointly

10%

Up to $12,400

Up to $24,800

12%

$12,401–$50,400

$24,801–$100,800

22%

$50,401–$105,700

$100,801–$211,400

24%

$105,701–$201,775

$211,401–$403,550

32%

$201,776–$256,225

$403,551–$512,450

35%

$256,226–$640,600

$512,451–$768,700

37%

Over $640,600

Over $768,700

These adjustments don’t lower rates, but they mean you can earn more before moving into a higher bracket. That matters for retirement planning, RMD timing, Social Security taxation, and portfolio withdrawals.

2) Standard Deduction and Senior Deduction Updates

Along with bracket changes, the standard deduction rises for most taxpayers. For 2026:

  • $16,100 for single filers
  • $32,200 for married couples filing jointly
  • $24,150 for heads of households (NerdWallet)

For many taxpayers, these deduction increases reduce taxable income before rates are even applied.

Additionally, OBBBA introduced a new senior deduction lasting through 2028: taxpayers age 65 or older may be eligible for a $6,000 deduction ($12,000 if both spouses qualify), regardless of whether they itemize or take the standard deduction. (AARP)

3) Expanded Credits and Other Key Changes

The 2026 tax year also reflects broader changes that can impact refunds or tax liabilities:

Child Tax Credit: Indexed for inflation and slightly increased under the OBBBA for qualifying children. (IRS)

Itemized Deduction Changes: The bill significantly expanded the cap on state and local tax (SALT) deductions for many filers, although limits and phaseouts still apply.

Charitable Deductions: Non-itemizers can now deduct cash donations up to $1,000 (single) or $2,000 (joint) – a change that broadens tax benefits to more filers.

Preparation and Filing Notes: The IRS has updated forms, encouraged direct deposit for refunds, and provided resources and checklists for this filing season. (IRS)

Why This Matters for Your Planning

These tax changes are not just numbers on a chart – they affect when and how you plan income, retirement distributions, Social Security strategies, Roth conversions, and charitable giving.

Some actionable reminders for 2026 and beyond:

  • Review whether standard vs itemized deductions benefit you (especially with SALT changes).
  • Consider the timing of income that could push you into higher brackets.
  • Coordinate retirement distributions with Social Security claiming to manage taxable income.
  • Use expanded credits and deductions to your advantage throughout the year, not just at filing time.

Taxes are a major lifetime expense – often bigger than market returns or fees. Planning with the current tax code in mind helps you make decisions that support the life you want to live.

 

Planning 2026 with intention: 10 financial and life considerations for the year ahead

The start of a new year naturally invites planning. But for most people, planning quickly turns into optimization – more efficiency, better returns, tighter projections.

The more meaningful work often starts earlier than that.

Before adjusting numbers, it’s worth stepping back to ask whether your financial life is aligned with the life you want to live. As we look ahead to 2026, with several new planning rules and legislative changes becoming active under the OBBBA framework, this is an ideal moment to reset both direction and strategy.

As a kid of the ‘90’s and a David Letterman fan, I always waited for the part of the show when he revealed his (sometimes crazy, but almost always funny) Top 10 List.  Here is my attempt and a nod to Mr. Letterman with 10 financial and life planning considerations worth reviewing as you prepare for the year ahead, with a particular emphasis on building margin, clarity, and adventure into 2026.

1. Define What You Want 2026 to Feel Like

Before reviewing accounts or projections, clarify the experience you want the year to deliver.

Do you want 2026 to feel spacious or packed? Grounded or mobile? Predictable or exploratory?

Financial plans are most effective when they support a clearly defined life vision. Without that anchor, even strong financial results can feel disconnected.

2. Plan Adventure First, Not Last

Adventure is often treated as optional – something to squeeze in if time and money allow.

In practice, that usually means it doesn’t happen.

Whether adventure for you means extended travel, meaningful family trips, endurance events, or simply more time outdoors, plan it intentionally. Block the time on the calendar. Estimate the cost. Create a dedicated savings bucket.

When adventure is designed into the plan, money becomes an enabler rather than a gatekeeper.

3. Understand What’s Changing Under the OBBBA

Several provisions tied to recent federal budget and benefits legislation are now becoming relevant for 2026 planning. While the specifics vary by household, common planning areas affected include retirement contribution limits, including updated catch-up provisions for certain age ranges; required minimum distribution rules and beneficiary timelines impacting inherited retirement accounts; income thresholds for tax credits and deductions, with tighter phase-outs at higher income levels; and sunsetting provisions from earlier tax law, increasing the importance of proactive, multi-year tax planning.

The key takeaway is that understanding these changes early creates flexibility. Waiting until year-end often removes good options.

4. Revisit Your “Enough” Number

As income and assets grow, old targets often linger long after they stop serving your life.

Revisit what level of income actually supports your desired lifestyle, how much work is enough, and which trade-offs are no longer worth it.

Clarifying “enough” is often the most powerful financial decision you can make.

5. Align Cash Flow With Experience, Not Habit

Instead of asking where to cut spending, ask where your money is working well for you.

Which expenses consistently add meaning or enjoyment? Which ones feel automatic or outdated?

Redirecting cash flow toward experiences, travel, and flexibility often improves quality of life without increasing overall spending.

6. Strengthen the Safety Net

Adventure is easier to pursue when the foundation is solid.

The new year is a good time to review emergency reserves, insurance coverage, estate documents, and beneficiary designations.

These items rarely feel urgent – until suddenly they are. Proactive review reduces stress and creates confidence.

7. Simplify Where Complexity Has Crept In

Over time, financial lives naturally become more complex.

Multiple accounts serving similar purposes, legacy strategies that no longer apply, and complexity that adds confusion without value can quietly accumulate.

Simplification improves clarity, reduces friction, and makes decision-making easier when life changes quickly.

8. Use Tax Planning to Support Lifestyle Decisions

With updated thresholds and evolving rules, tax planning for 2026 should align with life choices.

This may include timing income around travel or sabbaticals, evaluating Roth strategies during lower-income years, or coordinating charitable giving with tax efficiency.

The goal is not minimizing tax in isolation, but ensuring tax decisions support the life you want to live.

9. Decide What to Stop Doing

Borrowing from the annual review approach popularized by Tim Ferriss, one of the most powerful planning exercises is deciding what to stop.

What commitments, habits, or financial behaviors create stress without meaning, consume time without return, or reflect an outdated version of you?

Stopping often creates more freedom than starting something new.

10. Build Margin Into the Plan

Finally, leave room.

Margin in your calendar allows spontaneity. Margin in your cash flow absorbs surprises. Margin in expectations builds resilience.

A plan with no margin may look efficient, but it is fragile. A plan with margin can flex and support opportunity when it appears.

Final Thought

Planning for 2026 isn’t about predicting every outcome. It’s about creating a framework strong enough to support responsibility and exploration.

When financial planning is aligned with experience, when adventure is treated as essential rather than optional, and when decisions are made intentionally rather than reactively, money becomes what it was always meant to be – a tool in service of a well-lived life.