Dan: Mary, tell us a little bit about your background. Where did you grow up? Where did you go to school?

Mary: I grew up in Tuxedo, New York, a suburb of New York City, about 40 miles northwest. I went to Tuxedo High School, a small high school with a graduating class of 36 students.

Dan: Thirty-six students. So I guess everybody knew everybody else pretty well.

Mary: Exactly. If I wasn't related to the person, I knew them very well.

Dan: And then for college?

Mary: I went to Penn State out in State College, and I graduated there with a degree in health planning and administration.

Dan: So what did you think you were going to do when you graduated college?

Mary: I originally thought I was going to go into hospital administration, but my first job was with a non-profit - health insurance company. And it was there that I had several different jobs, first in claims, then in subscriber services, and then in sales and marketing.

Dan: So, claims meaning going out and trying to get them to pay their bills.

Mary: No. Claims in that settling and approving the subscribers' claims...the insurance claims for their health insurance.

Dan: Oh, I see. Okay. So that's where you got into the insurance business, the risk management side of things?

Mary: That's how I got into the health insurance business. But when I was working at this health insurance company, I'd read on a regular basis a trade association magazine. And reading the ad, I would watch, every April, there was this big annual conference for this organization, the Risk and Insurance Management Society.

So, one day I was reading "The New York Times" back when the ads for employment were in the paper, and I saw a tiny little ad for a research analyst at RIMS, the Risk and Insurance Management Society. I applied for that job, knowing that, hey, this is a really interesting organization. I read about them, you know, daily, regularly and then this big annual conference that they put on every year for the industry. And I applied for the job. Long story short, I got the job back in 1985.

Dan: And you've been there ever since?

Mary: And I've been there ever since but not in the same role. So RIMS gave me the opportunity to grow within the organization. I've had a number of different jobs there. I started, as I said, in research, then I headed up research and education, then I was their Director of Member and Chapter Services, where then I was promoted into their Chief Operating Officer position. And after that, I took over as the CEO.

Dan: Which you've been in that role now since 19...or rather at 2004, 2006.

Mary: 2004.

Dan: Fifteen years.

Mary: And I haven't regretted it since.

Dan: I mean, that in and of itself is a real statement, a real testament that you're doing something right.

Mary: Exactly. And when I first came to RIMS, you know, with some membership society. So our members are risk professionals that represent the risk practices within their organizations. And my boss at that time said, "You need to go get your Associate in Risk Management to understand what our members do." So that was the first thing that I did, and I got that designation back in 1989, which gave me the baseline to really understand risk management.

And then as a professional society, we produce a lot of education and information for the risk practitioner. So, by being involved in the delivery and the collection of that information really gave me a good background in risk management.

Dan: And you're using the term risk management a lot. So what is risk management?

Mary: Wow. It means a lot of different things to a lot of different people, but at the end of the day, risk management is really protecting the assets of the organization as well as allowing the organization to meet their strategic objectives and goals. So, it's really putting practices into place that will allow the organization to succeed but also protecting them at the same time.

One piece of risk management is the financing of risk, which most people look at from the insurance perspective. Many of our members purchase large amounts of insurance to cover their risks, but many of them also self-insure their own risks.

The financing piece is a pretty broad spectrum for a lot of our members. It can be done in a number of different ways, but there's also a whole other component to risk management. There is loss prevention, business continuity, disaster recovery, and also, you know, making sure that they have practices in place that people, if they want to take risk, that they can take it in a meaningful way.

Dan: I also saw this is as broad as you have a piece on active shooters, for instance, on your website. I looked on that earlier today. So it's not just about the financial side of things.

Mary: No, not at all. It's all components, anything that can impact an organization, whether it be the really important asset as of your employees. It could be related to workers' compensation. It could be related to, you know, things that are happening on the premises.

It's a pretty broad field, and there are individuals that specialize in various components of risk management. They may not do it all, and then there are people who are chief risk officers or people within the company that are responsible for the holistic approach to risk management with others underneath them.

Dan: Does the size of the company define whether or not you have risk management? Is it the field that the company is in or both?

Mary: Most of your large organizations have someone who's dedicated to risk management. In some of your middle-market or your smaller organization, it may fall under the CFO or the treasurer. It may be a portion of someone's responsibility in a smaller organization, but most organizations are addressing risk. They may not do it in a formal way with a practitioner or department, but they have someone who's looking after the risks for the organization, hopefully.

Dan: Yeah, hopefully. Right. Let's talk a little bit about the organization itself. So how many people... What's the size of the staff and what's the membership look like?

Mary: We have 53 staff members. Now, we're a non-profit. We have about an $18 million budget, and we produce education, information, and conferences and events for our members. We have about 10,000 members around the globe. We have members in 60 countries, and we have 80 chapters around the world.

Dan: Wow. And I know you do a fair amount of traveling to various conferences all over the world.

Mary: So I travel to some of our domestic conferences in the United States. I also attend our RIMS Canada Conference in Canada and then conferences, yes, all over the world. So, my heavy conference schedule outside of the United States is in the fall.

Dan: In the fall. And then you've been, I believe, in South Africa recently.

Mary: We have a sister organization in South Africa. So I had the opportunity last year to speak at their conference or participate in a panel on RIMS Risk Maturity Model, which is an assessment that anyone, no matter where you are in the world, whether you're a member of RIMS or not, can take advantage of this assessment through our website and really look at the maturity level of your risk management program. It's a great tool for an organization to take and really understand where they fall on the maturity level of their risk management program.

Dan: One, this is available in your website?

Mary: Yes. www.rims.org, pretty easy to remember.

Dan: And what's the name of the survey?

Mary: It's RIMS Risk Maturity Model is the name of the assessment. And you can find that in our Strategic and Enterprise Risk Practice Center on our website.

Dan: Good. So that's value-added that anyone can use if they want to evaluate as you say their maturity...

Mary: Their risk management program and how mature it is. I mean, in your very beginning stages, but it'll tell you how to get from that stage to the next stage of maturity in your risk program.

Dan: And you're a non-profit. You're there to help your members. You're not selling anything. Correct. You're advocating on their behalf, but there's nothing in particular. You don't have a hidden agenda. You're not trying to sell anything.

Mary: No. Our members pay dues to be a part of the organization. We also run events. So there is cost to attend our conferences or our professional development workshops. We publish a magazine, which goes to all of our members as part of their dues, and we produce a lot of content, white papers. We do it, original works through our members that work on committees or through our industry partners as well as commissioned work. So, there's a wide variety of information and tools on our website.

Dan: That is a great explanation about what RIMS is, how you can help people and the services that you provide. Let's talk a little bit about you. You've been the Chief Executive Officer for 15 years, 2004...that's an amazing testament. In this day and age, most people don't stay in the same position for that length of time. Do you have anything, any lessons that you want to share, or anything that you think you've done that you can impart, that you can share with others as lessons you've learned just to be successful and do the right thing?

Mary: Well, the thing I tell our members and I tell my staff is that you have to continually learn. Risk management continues to evolve, and I've been fortunate enough to be part of, you know, this discipline since 1985.

I've seen the field of risk management change. Back when I came to RIMS, there were very few universities that offered risk management insurance curriculum. Now, there's probably over 40. There are, you know, majors in risk management and insurance. There are masters programs, Ph.D. programs.

Every year at our annual conference, probably for 30 years, we've brought students of risk management to our annual conference through grant programs that we run with a sister educational foundation that provides scholarships and grants to the risk management community. So, we put a lot of money into the next generation of risk practitioners as well as developing curriculum at universities in risk management.

Dan: What do you attribute these universities, now 40 different programs, what do you attribute their growth to, the number of universities that - is it just the world that we live in?

Mary: I think the need for people to be practicing in this discipline, whether it's the insurance component or whether it's the risk management component because there's a whole portion of our industry that is service provider side, so your insurance companies, your insurance brokerage firms that service the risk management community.

So we need talent in those areas as well as in the risk management area, the people who are working within organizations to manage the risk, you know, the corporate side versus the service provider side. So, we need a lot of talent, all pieces of our business.

So, I think the universities are seeing that over the years that this discipline is becoming more and more important to business resiliency, and it's critical. And we saw a lot of that after 9/11. We saw after some of these natural disasters that have decimated certain areas of the country.

Dan: You see the importance of risk management and therefore...

Mary: In preventing and preparedness so that when these things do happen, there's a response capability so that organizations can get back up and running in a very timely manner.

Dan: Yeah. And that's what you help promote, right, to make sure that these people...

Mary: Certainly.

Dan: Right. Okay. We talked about this before we turned on the microphone, but do you have a worst business moment or a moment that...or a challenge? Maybe it was 9/11 or some, you know, time in your history with RIMS where you go, "Holy moly, you know, something's changed here or something unique."

Mary: When I first came to RIMS, I was in a research area, and I came to RIMS during a hard insurance market. And a lot of our members, you know...so that was back in the late '80s. A lot of our members don't remember when you couldn't afford insurance or couldn't find the capacity for it.

So, since then, we've had a very soft insurance market. So, now the market's turning a little bit, getting a little harder, and there will be a lot of individuals that have never gone through a hard market.

I was fortunate enough to have gone through one back in the late '80s and experienced that with our members at the time that were leading our organization. As a non-profit, you know, we're directed by a Board of Directors, and our Board of Directors is comprised of risk managers that are members of RIMS that are selected by our nominating committee.

So, I was fortunate enough to work with some risk managers at some very large companies when I first came to RIMS and saw how they maneuvered a hard market and, you know, how they address affordability and availability of insurance.

Dan: Sorry. Is that what you mean by a hard market, a market where insurance is not either affordable or available?

Mary: Correct, or in the limits of coverage that they need.

Dan: And how long? So it's been since 1985, '86.

Mary: Probably '87, '88, '89, and since then, there's been a lot more capacity coming into the market because I think a lot of finance entities are seeing the value of investing in insurance and risk.

Dan: And so you now think that that's going to turn and become...

Mary: The market is hardening at the current time. So, you know, pricing on certain lines of coverage are going up, but, you know, being an association for risk practitioners, it's our responsibility to monitor this activity. We do an annual RIMS benchmark survey. We do it with our business partner advising. They collect the data for us from our members, and we are seeing from our last release that the market is changing.

And, you know, interestingly enough, when I first came to RIMS, there was not a mention of cyber risk. Well, we all know what we deal with today when it comes to cyber risk and how quickly it changes. So, that is obviously an issue that we monitor closely for our members and, you know, continue to provide insight into how to manage cyber risks.

Dan: But we all know how prevalent cyber is now or how the web and how cybersecurity is such a threat from the individual level all the way up to the corporate to now municipalities. I'm wondering, do you work with municipalities as well because I just read the other day about, I don't know, 15 of them have ransomware and having to have pay...one of them paid I think like $400,000 in order to get their data back. Is that quite a real...?

Mary: The nice thing about RIMS is our members are in pretty much every industry, and I would consider public entities to be one of our industry segments that are members of RIMS. And we have a considerable number of public entity organizations that are members of RIMS, as well as universities, as well as hospitals, some of the key organizations that are really experiencing some of these cyber breaches, in addition to your Fortune 1,000 companies.

Dan: Right. So it's beyond just the corporations, but hospital and healthcare data is critical, right, and could be subject to cybersecurity issues. Clearly, and you help there.

Mary: We run an annual cyber event. It's called our Risk Tech Forum, which will run later this year. So we're in the process of developing that program, but any opportunity that we can take to put thought leaders on some of these topics together and share that information with our members, we take that opportunity. And there's a lot of...there are a lot of great events out there on cyber exposures, and, you know, we have white papers on cyber risk. You know, we have studies. If you look at, you know, five years ago how many organizations were buying cyber insurance versus today? It's a big shift.

Dan: I'm just sitting here thinking did the election and the Russia...? Have you seen any impact on your membership or any kind of feedback as a result of that constantly being in the press these days?

Mary: I think geopolitical risk is a big risk for a lot of our members, you know, and regulatory risk. Those are things that risk managers have been dealing with, you know, for years. It just shifts and changes depending on our regulatory and political environment.

Dan: Okay. I still want to go back to this. You've been in the same position for 15 years. What did you do to succeed, or what can you share with some of our listeners or some of the things that you feel you do that you want to convey to them?

Mary: So if I had to classify myself at what job I actually do, I would say, first and foremost, I'm an association executive. So, I am running a non-profit, and in our case, we are an association versus more of a charitable organization. And I see myself running a small business.

You know, my primary focus is making sure that RIMS is sustainable, that we maintain our relevancy to our members, and that we support the risk management community around the globe, and that we develop risk management practices around the globe because our member companies and other organizations are operating around the globe. So there's no longer a border, you know, separating our activities.

So, from my perspective, I'm running an organization, but I'm advocating for risk management. And the field that I'm working in is in risk management and insurance. So understanding that discipline and that profession is, you know, critical to my success. And I think anyone in any organization, you really need to understand your business.

So, we're an association. So I have to run the organization like a non-profit association, but we're representing the risk management community around the globe. So I have to make sure that we're providing the right products and services to our members and education, and also that we're shepherding the profession forward.

We just, in 2016, launched our Certified Risk Management Professional, the RIMS-CRMP certification to really demonstrate to employers that the personnel that they're hiring have the capabilities of a risk management professional. We launched it in 2016 with a pilot program, and now it's available for individuals to attain. It's experiential, so you can't just step out of college and go, you know, take this exam for this certification, but it really demonstrates your capability in the risk management profession...discipline.

Dan: Is it something where various fields, different topics that you have to demonstrate that you have the skill level?

Mary: Yes. There are five domains of skill level that you have to demonstrate, and it's through exams. We use official testing centers around the world. So you can go and sit for the exam, but you obviously have to apply, and we have to make sure that you're eligible to sit for the exam. And then there's a recertification process, and we are also certified or certified under ISO 17024 I believe it is...

Dan: Very good.

Mary: ...for accreditations for certifications because we are operating around the globe, and we wanted to make sure that this certification fit that criteria so that someone who's sitting for the exam in India or in Australia, when they have their RIMS-CRMP, the certification is acceptable by an international standard.

Dan: That's interesting. And when they have the certification, I suppose it makes them more valuable, right, to their employer, right, and also educates them so that they are more capable of servicing whomever they're working for.

Mary: So we have online prep courses. We have in-person prep courses. We run small events at our local chapters to introduce the RIMS-CRMP as well as to prepare people for sitting for the exam. And you can certainly self-study as well.

Dan: A typical person who's been out of college, for how long before they would be in position to sit for the exam?

Mary: Probably three or four years. If you do your designation, it removes a couple of years of experience from the criteria. So, I have my Associate in Risk Management, so that would eliminate a couple of years' experience for me.

Dan: You went to Columbia and got that associate degree?

Mary: No. That was through...when I took the Associate in Risk Management, that was through the...back then, it was the Insurance Institute of America, but it's now called the Institutes, and RIMS helped develop the Associate in Risk Management designation. So with the designation, there's no contingent standing. There's no ethical component. You study for three exams, you pass that, and then you have your designation.

Dan: Got you.

Mary: Certification, you have to recertify every two years for the RIMS-CRMP.

Dan: Okay. So as you sit here today, what are you excited about in the future? For RIMS, for your ability or career, what are you excited about?

Mary: I'm excited about...so RIMS several years ago went down the road of focusing on some other parts of the world where we really wanted to bring our resources to develop the risk management practice. And those three areas of the world are India, China, and the Asian region, Singapore.

So, I would like to see risk management practices continue to develop in those regions, and I'd like to see many RIMS-CRMP certificate holders in those regions, and basically see risk management in some of the areas where there are not robust risk management practices become robust.

Dan: And so what are you doing, what is RIMS doing to promote that?

Mary: We're working with universities in different parts of the world, in India, China, and the Asian region to put together and offer RIMS-CRMP prep classes, as well as RIMS runs forums and workshops in these parts of the world. We are in the process of putting RIMS representatives on the ground. We have dedicated staff here in New York City to work with our global partners. A lot of my foreign travel in the fall is to some of our events in these regions.

Dan: Shifting gears a little bit now. As you look back on your career, right, given what you know now, are you happy? Is this the career that you would have...would you have changed anything? Is this the career you would have followed? It seems to me the answer is yes, but I don't want to assume. But as you look back now, is this the career path that you would have chosen?

Mary: I would have definitely chosen risk management as a career path, and I enjoy running an association. If I had to choose again, I may have gone down the road of actually being a risk management manager for an organization. If I had to do it all over again, that would be a great opportunity.

But being in the position I'm in, I get to interact with companies, risk practitioners in all kinds of industries, which it's fascinating when you go from perhaps a retailer, to a tech company, to a public entity, to a hospital, to an entertainment company and experience the risks that they have to manage on a daily basis.

That to me has kept me intrigued and interested over my 30-plus years at RIMS because every year I'm working with new board members, new committee members that come from a different organization and different risks. And, you know, even, you know, the new risks that are coming to fruition now with artificial intelligence, with all the technology applications that we have today. It's a big issue for our members as well because their organizations are embracing this new technology, but they also have to manage the risk of that new technology.

So, you know, emerging risks constantly have to be on the radar of a risk manager, which makes my job so interesting because you're out there scanning and seeing what's going to be the next cyber or what's going to be the impact of automated, you know, of autonomous vehicles? It's not boring at all.

Dan: You're right. And I guess that's one of the things that you really love. I mean, it comes across. The listeners can't see your face, but I can see it. You're excited about it. It's a challenge for you. It's new and novel. You're constantly learning.

Mary: Well, if you were to ask my husband and my kids what I do, they would definitely punt to me because it's...and, you know, you run into people all the time, what do you do? It's oftentimes difficult to explain to them what risk management is all about and what I do in that realm. It is exciting, it is interesting, and it's a critical component of our economy to make sure that the risk is managed for commerce to move forward.

Dan: And becoming ever more critical. It's always been important. It's always going to be important. There's ever-challenging ways in which people can manipulate risk or present risk, right? Like, you talked about cyber, that didn't even exist 20 years ago, right? And now it's a whole new...it's a major, major issue.

Mary: And constantly shifting and changing.

Dan: Is there anything, any one, and without divulging, you know, confidences, is there any one situation that you saw that was just amazing to you, any breach of risk that you wish they had had your services or the services of some risk manager on their staff or knowledgeable person to guide them? Or is that not really what you...? You don't see that type of experience on a routine basis.

Mary: I think as we all, you know, watch the news on a daily basis, there are some situations where maybe the risk was not managed as well as it could be managed. It could have been managed better, or what happened after the incident could have been managed better. And I'm sure we all have witnessed times in the past 10 years where maybe it wasn't done so well even though they may have had risk practitioners in place. Oftentimes, a risk manager is an advisor. They're a facilitator. They're there to, you know, work with their leadership to make sure that they're managing risk. There's only so much that they can do up to that point and advice and give good advice.

Dan: Right, because there's always the balance of, "Well, this is a risk, and this is the cost to deal with that risk." And there's always the balance of, "Well, we're not willing to pay that cost, right, to cover that risk." And something can happen and you're not covered, then it's like, "Well, I tried my best." The risk manager say, "I tried my best, but, you know..."

Mary: Sometimes you have to take risk to be successful, and sometimes you win the bet and sometimes you don't. But hopefully, the risk manager will advise as to what the tolerance should be or your appetite for risk should be, and then you have to make an educated decision whether you want to do something or not do something.

Dan: And then it's just a matter of probabilities to whether or not those risks pop up or not, right? As you said, it's making an educated decision.

Mary: And you also learn from other organizations that may have gone through a similar situation or a risk or a situation and learn from what those organizations have done, you know, what may have worked, what didn't work. And the one thing that I really find great about our membership is they're so willing to share. Yes, they're not giving away their organizations' trade secrets, but how they're managing something that, you know, a colleague or a peer in another organization that may have similar risks, how they manage it can really help another organization because no one wants to see another organization fail.

And, you know, being in the organization for risk practitioners allows us to put a lot of that information out there. We have online communities where our members...and that's a members-only portal on our website, where they're talking to each other, "Have you done this in your company? Do you have any policies related to, you know, X, Y, Z?" And people share what they've done, how they manage certain processes or practices so that someone doesn't have to recreate the wheel. You know, they can give them a little kickstart, you know, "I've done that, been there, and here's what I did," whether they choose to take that, you know, advice or incorporate it into something they're working on is what being a part of a professional society is all about, sharing your knowledge and your information.

And we also have a component of our membership where we have associate members. So those are individuals who work for organizations that are providing products and services to the risk management practitioner or their organizations. And they also contribute a lot of great thought leadership and a lot of great expertise through some of these...through our online communities because they're doing some of the work for a number of different companies, and they can really advise, "Well, this worked well with a retailer, or this worked well with auto manufacturer." So they really give insights as well.

The risk management insurance community are probably one of the strongest communities relationship-wise that, you know, I've worked in, in that people want to share, want to help, and want each other to succeed and they want to, you know, move their organizations forward together.

Dan: Well, I'll tell you, sitting here being a potential recipient of a non-risk managed organization or event, it's nice to hear, right. It's nice to hear that the people do work together to share that information to help their fellow man, their fellow organization.

Mary: And, you know, from RIMS perspective, a lot of our contents is driven by our members, our volunteer members that are helping us produce content that's practical and usable for other risk practitioners. We may sanitize it so that we're not, you know, giving away specific company names or specific information in them but making sure that we're providing case studies or, you know, tools or checklists that can help a risk manager. But we get that from the practitioners. We don't have a team of staff that just sits there and makes this information up. We work with the people who are in the trenches doing this on a day-to-day basis to make sure that we're giving them sound information to use in their risk management programs.

Dan: Sound information based upon real day-to-day activity.

Mary: Correct.

Dan: Not theoretical...

Mary: No.

Dan: ...not academic nor...

Mary: And that's something that we also work with the universities on through our sister educational foundation, the Spencer Educational Foundation. We send our members, risk managers into university classrooms. So they call their risk manager and residence program. So you actually have the practitioner coming into the classroom and teaching the students about what a day in the life of a risk manager is or whatever component of the coursework that they're teaching the students so that they actually know from the practical standpoint, how it works.

Dan: Yeah, to make it real world so that it's implementable and not just from a textbook.

Mary: Yes. And the Spencer Educational Foundation also provides RIMS members with grants for summer interns, so being able to give the risk management insurance students an opportunity to actually work in a risk management department for summer.

Dan: Gotcha. That's all terrific information. I tell you, I didn't know any of this. You and I have known each other for a number of years, and I knew your title, but I didn't really understand what RIMS was all about or what your responsibilities were, quite frankly. So this has been very enlightening. I thoroughly appreciate the background, the information. And frankly, I feel a little bit safer now, knowing that there is an organization like yours out there helping to educate those risk managers across the globe, not just locally, across industries, not just one industry, whether it's a corporation, municipality, etc., healthcare, whatever it may be. That's comforting to know. So, is there any parting advice, anything that you want to share before we wrap this up?

Mary: Basically, I would just encourage anyone to continue to learn intimately about your organization and how it functions. Learn what your organization's goals are so that you can help them succeed. And for those new to risk management or any industry, I think it's critical to find a mentor. I think my early success was because I had a former person sitting in my seat that I'm sitting in today mentor me. He devoted his time as well as put RIMS resources to educate me. I went to Columbia University through their Institute for not-for-profit management course. They paid for me to go through that, and he was very supportive.

He also got me involved in strategic planning, budgeting, finance, accounting, HR. I mean, he really introduced me to all facets of a small business of an association and really shepherded me throughout my early career until he retired. And then I have had other leaders that I worked under and other volunteer presidents that I worked under that really imparted their knowledge and wisdom to me and were very supportive. So I think, you know, having a mentor is really a great way to succeed, especially a woman, and, you know, to get to this level, it's been because of the people who've helped me make my way forward.

Dan: That's a terrific story, and the power of a mentor can't be underestimated, right? They can...all the things that you just mentioned in terms of educating you, exposing you to the various areas, showing you the priorities of what you need to learn. Is there any one piece of advice that that gentleman who was in your position now but retired or any of the others shared with you that sticks with you to this day?

Mary: I think is to be open to opportunity, to always be positive. You know, we work in a business that isn't always positive, but really to be optimistic, and positive, and really wanting... You know, you'll get through the challenges, but really keeping your eye on the end of the road and getting there in the most truthful and honest way that you could possibly get there.

Dan: Good advice for anybody to follow, absolutely. So, Mary, thank you very much. This has been fascinating. Again, thanks for all the education, for the background. Again, I'll say I feel safer knowing that you're going to...

Mary: Well, you should because Raymond James is a member of RIMS.

Dan: Oh, that's good to know.

Mary: Their risk management group is very active in our Florida chapters. So, we thank them for their support as well.

Dan: Now I feel even better. So thank you for sharing that. So, this has been a wonderful time. I appreciate the frankness, and the openness, and sharing all this information. And I look forward to seeing what happens in the future. Thank you.

Mary: Thank you.

Dan: This episode was recorded by Daniel Kramer, Managing Director of the Constantine Wealth Management Group of Raymond James; 401 Hackensack Ave., Suite 803 | Hackensack, NJ 07601. Raymond James & Associates Inc., member New York Stock Exchange/SIPC.

Companies mentioned are not affiliated with Raymond James. Opinions expressed are those of the speaker and not necessarily those of Raymond James. Any information provided is for informational purposes only.