From Edward Jones to $2 Billion: How Cedarwood is Proving What's Possible in Independence with Dylan Ripley and Todd Vincent

You may have seen the headlines: the largest advisor group to ever exit Edward Jones — nine advisors, nearly $1 billion in AUM, and a bold move to independence.

This group embodies something we see again and again: when advisors succeed in a captive environment, they often thrive — wildly — in independence.

In this episode, host Shelby Nicholl sits down with Dylan Ripley and Todd Vincent, co-founders of Cedarwood Financial Partners, to talk about what happened after the breakaway.  They share how they built a fast-growing $2 billion firm, how they thinking about scale, culture, and long-term durability — and a few raw lessons from their group’s newsworthy exit. 

In this episode:

• What it takes to build a 100-year firm
• The cultural glue behind a thriving advisor team
• Lessons learned from rapid growth
• Why the real story begins after the breakaway

If you’re building, leading, or even imagining what your next chapter could be, this conversation is a powerful look at what’s possible in independence.

Hosted by Shelby Nicholl. Produced and edited by Aaron Sherman. Operations and Guest Coordination by Shelly Hadel.

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If you've ever thought about building a 100 year firm, something durable, advisor owned, principled, built to last. This episode is for you. Today I am talking with Dylan Ripley and Todd Vincent about their breakaway from Edward Jones to Independence. It was nine advisors and nearly a billion in AUM. And since launching their firm, Cedarwood Financial Partners, they've more than doubled both their AUM and their advisor headcount. Their proof of something that I see time and time again. Successful advisors in captive environments are often wildly successful in independence. I'm excited to hear their story today. Let's dive in. So welcome Dylan and Todd. Thank you. Howdy. Thanks for having us. Thank So, you know your team of, I think it was nine exiting Edward Jones this week, or it's been overshadowed this week by this massive group exit coming outta Merrill Lynch in in Atlanta. I'm sure you've been following that story. How's it feel to maybe be displaced? Yeah, I, um, I was actually sharing with, with Todd and a few of the others that, um, how bold of them right to $129 billion under management and that size to, to all leave at one time knowing what's on the other side is, is probably, uh. Some legal issues and, and things like that, but so convicted. and I think that's where we can share. we were so convicted to leave that we, we knew we would be the, the largest by size, size as far as head count, but we were so convicted that it was the right thing for our clients and for our businesses that we're here. And I know tho those folks there are feeling the same way now. Yeah, definitely. They must have been convicted. I mean, it was a ton of advisors, a ton of a UM. Those Most people would say, oh, we're too big to go. We can't do this. And they got comfortable somehow. So they definitely felt, to your point, that really strong conviction. one of the things I wanted to cover with you guys today was just mostly I wanna focus on like what's happened since your exit, but I also know you have a few just. Really great lessons learned. As you went through your process. What are kind of maybe the top one or two things each that you would suggest that people think about as they are preparing or, you know, maybe the, the lessons learned in your transition process. Process. one thing that we, we spend a lot of time preparing when we probably over-prepared. So I think when you have that conviction in your stomach, like, this is not the place I want to be and I want to be more on the independent space, or even if you're independent, you wanna move, like you need a physical location, you probably need your name, your logo, whatever you think you're gonna be. And then it's just how am I gonna talk to my clients? Not try to think through every possible scenario that could come at you and try to prepare for it because, It's gonna be what it is. nail down those three things and just start moving on with the next phase of your career. Yeah, really well said, because so many people over prepare. They get really worried and anxious about it, which I completely understand, right? You've taken your livelihood into your own hands at that point, and so it can be natural to try to think of every scenario and to to truly over prepare, like you said. Dylan, what would would you say are a couple good lessons? given our move and, and everything that we've learned since, I, I think the, the quieter you can be about things, the less you can communicate. about things the better. and some wise advice that, that I can give now is, you know, whatever you send, whether it be an email or a text message, just, just know that, potentially on the other side of that, could be read in, in front of a courtroom. And so make sure that it's professional. It's, it's to the point. and, you know, try, try to go out as quiet as possible. Would, would be the best advice that, that I can give. Yeah. And when you say as quiet as possible, do you mean in terms of Like documented statements, et cetera, or do you mean like this Merrill team? Right. There was no doing that quietly. Yeah. And even your all's move, right? Nine of you guys all at the same time, that's really hard to do quietly. What What do you mean there? yeah, the, the less people that you can get involved with this, the better, especially when you're coming from a highly captive environment, because that's just, that's better for you. That's better for the process. then that, that limits any of that potential exposure of, of those type of things happening. but again, we're, we're a unicorn scenario. So are they, from a size, I hope not now. Going forward. maybe we, we started and, and now they're really blazing the trail, that, that would be the hope. One of the other lessons I've heard you guys talk about is a little bit on the LOI and timing and, and maybe it's, it kind of gets to your point, Todd, about the over preparing. You guys kind of extended your timeline a little bit through the process and maybe maybe moved and, and pushed out your date for, for making the move. What's, what's your thoughts on that? that? let's, let's just talk about like, when you think timing, like from a client's perspective of what time of year? Is it, You have all these variables that, once again you're overthinking. so that's probably an area where we delayed the other area. like we really did not try to start out with, we're gonna make this big group. Everybody had their own thoughts, their own opinions of when, things they were gonna, they were striving to accomplish. And so. You back to Dylan's, those things. Keep it quiet. leave, just get those few things in place for you to leave, leave. Yeah. Yeah, and it's been interesting'cause I've seen, I've seen announcement videos where people don't have an office yet. They really haven't even fully set up their organization yet. Right. They didn't wanna file any RIA in this case paperwork until after they had resigned. I mean, they ran it completely by the books in that sense. I can see others that, you know, have everything in place and, and once things are approved, you know, they, they, they drop right? And they, they give, that's what we call it. They drop or they break. Right. so it's, it definitely varies. But to your point, there's a lot of. of. Things to get in line to make sure that we have a successful launch, and we can definitely overwork those, or you can definitely also under work them and have a disastrous launch as well. So we gotta find the right spot there. At Launch. You had, I think, nine people that exited. Nine advisors, and around a billion dollars in a UM, if I'm remembering correctly. that was certainly not a small beginning. And then since then, you've been adding more and more team members. How many how advisors do you guys support today across the market and what's the big sort of long-term goal or vision for cedarwood? where we're at today is we, we service, uh, 18 advisors. And, you know, in total between advisor support staff we're at, we're at 41. So, um, we've more than doubled. When we did leave, we were closer to around eight 50 under management simply because of the market at, at that time we, but yeah, now, now, today we're, right at, you know, the close to the $2 billion mark and, and continuing to grow. And the, the pipeline is, is full and. I think we're in three, three different states now with, with plans here to, to add a, a handful of those as as we continue. But yeah, we're, we've been very blessed from, from that standpoint to, to more than double in size, both in, in a UM and, and headcount. I mean, that's tremendous growth, you guys. Congratulations. I mean, in that short time, I've been so impressed by so many teams coming out of Edward Jones and then becoming the largest team you all were probably one of the largest groups inside of Commonwealth. Others that are the largest groups inside of Raymond James. I mean, you're just really rocking. That's incredible. Thank you. Todd, what's the vision? So I think the vision is, um, specific, but it's also generic. And what, here's what I mean by that. if you have people that have like a common or core values maybe that you know for life, that that really means something. Our vision is to say, we wanna bring in and welcome all those people that maybe share those type of core values. So we have the four Fs, we call it faith, family freedom and fulfillment. so a lot of people who are in a captive audience, they obviously want that freedom to say, can I have a little bit more choice in, in. of my business, can I have the freedom to pass it on who I want to, to sell it if I want to? You know, there's just so many, know, ways we could go off freedom. But the second part, which Jones did do well is, you know, I'm an old timer. So there was a time when it was really more like a family. So how do we, how do we have that environment where it's And for most of us here. Faith is important. We want all the people that come on board with cedarwood to have, a vision that there's something greater than themselves, something they're striving for. It probably reflects a little bit in where they serve outside of work. you get a, you get an idea of that. So we really, truly believe that. If you continue to surround yourself with people who put their faith in their family first, and they strive for utmost and freedom, you give it to 'em, and at the end of the day, how can they not be fulfilled? Our, our clients want the same thing. That's, that's what's important to them. Their family, a lot of like their, what they, they care about what they wanna do and they want the freedom. They want us as advisors to help them have that financial freedom to do those things. And, and that's typically what someone might describe as a fulfilled life. So when we say, how big could this be? Hey, um. big as it can be, as little as it can be. Do we have that same common goal? But here's what I think, what makes us different. we truly believe that everybody has a seat at the table. So, you know, as we grow, it's, it's always about, it's sure still your business and you have the freedom to leave. And if you leave, we are still family, whereas other firms, hey, you have this much freedom and if you leave, you are no longer family, your enemy. Yeah. so That change over to enemy is a really strong thing, isn't it? I mean, we've all seen that and, it's really shocking, I think, to the system when it occurs, and at least that's with the advisors that I've, I've been working with. It is a shock. It's they come out and they say, gosh, it's not gonna be like that. My, my area, my region, whatever it is. My group, my team is different and it almost always is. so, you know, we prepare for it, but it's a, it's a real shocker. I love to say personality when I'm doing, fitting an advisor to a, to a firm, I talk a lot about the personality fit. That's I don't use the word culture anymore. Because you can't spell culture without using the word cult, and so, so I use personality instead. How are you all thinking about, you talked about faith and family and the freedom, that's kind of the personality aspects of your firm. Yeah, it is. I mean, one of our, I guess you could, two of our taglines, you know, one of it is go be you. yeah. then, you know, the, the other is doing independence together. And, and that's really, we, we want to protect advisors independence. like, like it deserves to be protected because it is so sacred once you get on this side. I, I can't explain the level of fulfillment of just owning every decision and every outcome of this business there. There's nothing better. and so we want to protect that there It is special and, and it inspires advisors and so we don't want to take that away and say, you know, now they have a, a, a fall guy, if you will. And, and cedarwood the firm. It's like, no, you know, we want you to own everything. So it's, that's real, that that's the personality that we're looking for. Like Todd said, is somebody that is all in on being independent and wants that freedom to, to be who they are, but they don't wanna do it alone. They, they want to do it together with other like-minded, partners and, and be able to grow. and who and who knows where this thing goes. We, you know, we joke around about being the a hundred year firm. you know, but we wanna make sure that whatever, whatever the, the goal is, whatever the mission is, that it's built on those four Fs Well, I love that idea of the a hundred year firm, right? So, you know, as, as you guys know, I was at the home office for a long time and, I always would say to people like, I want this firm to last another a hundred years because my family. Lives a long term time and I wanted to benefit from it from a long time. Right. So I think this idea of a hundred year firm, I love that, that part of the goal. I think that has such confidence in it and also just like trust in people in order to carry it on. I, when you all think about that, what is, What do what do you think about, I mean, I don't even know how to picture a hundred year firm yet, but I want one. Well, you know, I wanna bring up another little saying that we have that maybe would help. A hundred year version is one time I had a client say to me a long time ago when I was really young in the business, and they were talking about people in general, and they said, you know, there's two people in this world. There's givers and there's two takeaway, and we want to be a firm of givers. When you have that personality to use your your words, you. You can create something that is special because it's not a selfish thing. It's a, it's a giving thing. It's always giving thing. And as the leadership, we've, we've tried to, you know, exhibit and demonstrate and live it out the same way. so the, the vision, the personality, as long as we have like, Hey, you can be you. This is your life's work. How can we celebrate it with you together? We want you to do it, and we think we have the best odd success to, to make something really special. I've noticed even in just, you know, preparing for today's conversation, you all have a good focus on succession planning and continuity. For your team members as well. Do you wanna talk just briefly about that and kind of why that's so important to you? I mean, it aligns really nicely with this idea of a hundred year old firm. Yeah, I think it's, it's really important for every single one of our advisors because from where we came from and, and you know, some of the ins and outs there, like you didn't have a strong continuity like it. I had a good friend that was in the business, at the same firm, and he unfortunately passed away and, somebody steps into his office, takes that over and, you know, I the check that his wife received for his life's work and his business at that time was, was abysmal. And, and so I, I think it's, it's a huge disservice to advisors if, if they don't prioritize what happens if they're no longer able to, to do. And that's both right. If they're, if they're alive and, and can't do the job, or if the good Lord calls 'em home either way. or if they simply retire, right? I mean, they, they need to have full control over what that looks like. And so we, we have prioritized that, as a focus for us to make sure that they do. and so, you know, we, we step up and say, you know, cedarwood is your continuity plan, and we all have continuity partners within the firm. that will continue our business if, if we're no longer able to do so. and then we fairly value that, like we put it in writing, that we are going to have a third party value your business, and that is going to be the dollar amount that your family receives for that business. so it's extremely important there. And then from the succession standpoint. we wanna get well ahead of that. So we're, we're really focused on helping each of our branches build out strong, capable teams so that, that pass off, to the next generation is so natural that clients can't even tell. It's a pass off they've been working for, with Todd and, and his team for so long that it's, you know, that the team and not just Todd. and so we're, we're very intentional on creating that. As part of that succession planning is helping each of these advisors so much so that you know, we're even willing to put up firm resources to help build that out. That's great, and I think that that's such an unmet need in so many ways. but so many advisors do not have a continuity partner or a succession plan, and they really don't know how to bring up that kind of next generation of advisors. I do think that's something that Edward Jones did really, really well, was. Training advisors kind of from scratch. They're not doing it as much today as they did back when, when you Dylan joined and when I was there too. they did it a lot more back then than they do now, but it's such a big need. Yeah, and that. from that standpoint, you know, that, that instilled in us, a passion for training. We all, of us served in some leadership capacity at Jones, because we were passionate about bringing up that next generation and, and we were passionate about giving. Todd mentioned like being a giver, so we gave of our time there. but it transpired over. Here where we're at now to say we've gotta put a focus on training. And so we've launched two training programs both for staff and advisors that we, we run from, from headquarters. but that's a service that, you know, all of our branch teams can tap into so that they're not the ones having to train up that next gen and take the time away from growing their business. We do that at, at the firm level, because we're, we're really passionate about it. That's great. And I think that's something too, where you can have then the real peer to peer learning, which is so important for those new to the, to the. New to it, the advising space. talk a little bit more. So you've got the training programs we've got a great culture personality. as I prefer to say. we've got options, I think also about maybe how people affiliate. So talk about how advisors join cedarwood when they're joining, what does that look like for them? And then what do you see as the value and who's a perfect advisor for your all's group? group? obviously on, in the independent world, if you would go from captive to in. the extreme there, that's a big distance apart. So how do we find something in the middle that says, I want to be independent, but I don't want to be alone. Yeah. so where we, we really said we, we wanna use obviously, economies of scale so that everybody benefits, create personality so you don't feel like you're, you're alone on an island. but the other thing is we want people who want to be a partner. So we want them to be a partner and an equal partner and everybody has a seat on the table. So it's kind of blending into a little bit of the other questions. But, you know, if someone said like, I like all the things that you guys stand for, and, I like the idea of working together, not being alone on an island. And I like the idea of growing something beyond my own practice And so can I be a partner? And we, we really tried to structure our company to say, well, Todd Vincent doesn't own any more. I might own more shares than And than you if you were to join a Shelby. But the point is, I have one site and you have one site. Hmm. we made it very clear of together. We we're always doing everything together. It's like a Roman vote, you know? Every everybody's gonna be at the order. Everybody's pulling the same way. so that would be maybe. way to think about our company. Yeah, I like that. I like that a lot. E everybody rowing the same way, but they all have the freedom to sort of come and go, really you know, from an affiliation standpoint, you know, we, we do have, both, you know, W2 advisors now, but then once you do become a partner, now you're on the, the K one structure. and so you, you've got kind of the, both, both blends there, but once, once you become a partner, you're, you're obviously a K one, 'cause Todd, Todd mentioned, you've, you've got a seat at the table, you've got equity in the, in the firm, and you're participating in the profits of the firm too. Yeah. we think about the K one structure, I mean, I think we all saw that obviously from our, our backgrounds as well. what led you down to the the K one structure and how does. How did you go about just the mechanics of setting that up and deciding those structures? Because obviously that's something that any team is gonna go through as they look at exiting, and that's a lot of work. That's a lot of conversation. Yeah, it is. I mean, when you think about building an enterprise, there's a lot that goes into it from the, the legal and, you know, the, the taxation, the governance side. And so we had to put in a lot of. Work. and a lot of that was after we launched, we, we didn't start actually growing and, and bringing on new partners until actually around this time last year was, was our first, because of all the other stuff we had to get, you know, operating agreement in place. We had to get governance in place. We had to get, you know, the tax side of things ironed out. And so the, the how is you just have to find really smart people, and hire them. And so that, that's what we've done. one of our operating principles is simple as better, less is more. and so now we, we can simplify all of those things down, because of their help. So, I, I think that that was the key for us is not Todd or I being wicked smart. It's, it's us finding the, the wicked smart people and, and hiring them to, to be our partners. I did wanna add real quickly on we talked to smart people and they. Sometimes can't understand or wrap their head around like what we're trying to accomplish.'cause it's not the norm. And so with this moment, what gives us the most flexibility is the K one side with partnership, meaning there's sometimes there's tax arguments, other ways, but, when we have to communicate over and over, like we are not like anybody else. We are built by advisors for advisors and it kind of sometimes like. We have to tell 'em three or four times, like, this is really important to us. We're not throwing it out, so how do we work around it? so it's been, it's been fun. And then there have been times, and most recently when we were dealing with another company here about our structure, they're like, how long have you guys been doing this? years. And they're like, this is like with 10 year work. Like. Yeah. But we. We put our, we had to put a lot of, hours that, and they took away from, from our personal businesses to get to this point. But, but we were so convicted, again, going back to that word, by the vision of what we wanted to create and how we wanted to do independence together with other, advisors, that it was worth it. And, and yeah, we're, we're seeing the fruits of some of that now. And, and then, yeah, some of the, the compliments are, are nice to receive, but this is ending one of a long game. So we're, we're excited. one of the things I'm hearing from you is that it sounds like you're very principle and and statement driven, right? Like it. Simple is best less is more but you've got these operating principles it sounds like you really built around. Is that fair? And what are a couple of the others? Yeah, so we, we have the ABCs to GSD. So, it, you've got the A is always leave your ego at the door. B is BA giver. is Ctrl what you can control. The s and ABCs as simple as better, less is more. And then you, you get those right Now it's time to get stuff done. So, we, we, those would be our operating principles on, on top of our core values. But we, we believe in those things. I know they're laughable as you think about it, but that's what we wanted. We wanted to, to simplify those down and, and make it, make them easy to, to remember and, and then also to, to live by. and so we prioritize every decision that we make runs through the gamut of both our, our values and our principles. Oh, I love that. And I think that that's something that as people are coming together in terms of forming partnerships, that's something they can point to, right? What are gonna be our operating principles, what are gonna be our values? And then making sure that the rest of it. Aligns to those. At least it gives you a north star in which to base things around and maybe take some of the emotion out of those. Tough to have conversations around partnership.'cause that can get pretty, that can get pretty hairy pretty quickly.'cause you're talking about people's lifelong incomes, you're talking about their equity stakes. Like it can, it can, uh, get a little heavy real quick. Yeah, I agree. Lot of ego A lot of ego and I guess, yeah, to the point of dropping the ego at the door. So, talk about maybe also you all have stretched outside. You've got Texas, you had some advisors at the beginning, I think in New York as well. you mentioned, you know, four or five states coming on board potentially also, when when think about stretching outside of your home areas, how are you making. That shift?'cause I just think leading, leading remote organizations in general is different. It does take a little, special skillset. How do you keep that personality intact? So, yeah, you hit, you hit one of the topics we talk about in leadership all the time, and what we've learned. so number one, just sourcing people who are interested, right? through networking. LinkedIn and Dylan, Dylan could explain. He does a lot of that for us. You know, the ways we've met people, even within Commonwealth. the next phase of that is we need to spend more time together, face-to-face, spouses like we committed to say, well, either, first of all, Dylan and I will make face-to-face visits, and then at some point, me and my wife, or Dylan and his wife, we will spend time with. The advisor and their significant other to really begin to say, outside this, let's spend more time. So we get a better idea of that personality you were talking about in their genuineness, because yeah, on paper we are an outstanding option, there's no doubt. we don't wanna grow for the sake of growth. If, if somebody doesn't, they don't. You know, aspire to, to give back, to grow this together, to treat everybody like family. Family doesn't, we always say family doesn't mean you like everybody all the time, right. But you're still family. So, that's, that's a challenge that, that you're hitting on that we know we need to make sure is always, that we're keeping right in the forefront of our mind. Well, and it's a funny balance to balance somebody being independent but also still part of the family and doing that over distance. So, we are getting close to the end of our time together, but I wanna ask you guys looking backwards first over this last 18 months, a little bit more than that of independence. What are you most proud of in your journey since you. moved to the independent side of the world? Man. Yeah. I, Yeah. a lot, that's why I say, man, I, I think most of all it's the resilience. You know, we, we dealt with the, the finra and, and that went on longer than any of us signed up for. We. We knew that that was coming, but we did not expect it to last as long as it did. the merger, you know, I know we haven't talked a lot about that we can on, on a future episode when we know more, about what LPL Commonwealth's gonna look like. But, you know, getting through that and, and the due diligence process, we had to ramp back up, you know, a year and a half after already doing it. I'm just so proud of the resilience of, of not only the, the founding partners and, and staff, but all the partners that have come on because they've, they've bought into that. I mean, we, we had several that we were down the path with and we, we became famous in the news and they still said, Hey, I'm, I'm coming. I'm, I'm all in. You, you guys. Have got something going here and I wanna help be a part of it. so that, that's probably what I'm most proud of is, is just the resilience of, of every single person that's a part of cedarwood and, and, their ability to continue to show up and bring their best every single day. And that's what fires me up to bring my best is, is being surrounded by people that are doing that same thing. Yeah, Ted, on top of what Dylan was saying, like every person that has come on since day one, they're, they're all in, they're, they're participating. How can I help? they're also busy people. the other ones kept from me is kind of corny, is, when I'm out at a concert and I see somebody wearing a, a or a hat with our logo on it, and I have no idea who that person is they're not my client, but I'm not even in town. I'm in a strange place and there's our logo and I'm, and I think to myself like, oh my gosh. how it's starting. It's the tree, the seas got planted. We started planting them and they're, they're starting to grow. And someday I'm gonna be on a plane and I'll be in a totally different state and I'm gonna see the logo go by me, so that's cool. That's super cool. You should be so excited about that. I mean, that's like, that is just like high praise, high. Praise from a client somewhere that probably got that hat or a colleague or contact somewhere and loved it enough and loved the firm and what it stands for to wear it. That is super, super cool. you Alright, so let's do a quick kind of fire round. No, no. Too hard of thinking, right? These are meant to be like kind of quick, what is a go-to question when you're facing a tough decision or a challenge in your leadership? Yeah, I I know you have one. Yeah, I think we'll both probably answer the same because we, we, I'm, I'm from the Todd Vincent Wisdom Tree, but we also develop these together. We, we run it through those four core values and operational principles. Everything we, we do, we, we try to make sure that, that it honors those things. So I know that's not one go-to, but we, we Yeah. through, a gamut of questions that that lines with, with the values and the principles of what we stand for. Yeah. So have those principles and values then run your decision making through 'em. I think that's, that's fair. Yeah. If an advisor told you that they were on the fence about maybe breaking away, what's the first thing you'd ask them? Yeah. start with, why? And I would do four more why's. So I'm gonna give 'em the five why's to make sure their thinking is even straight, because not everybody needs to be independent. There are some people that don't, so I would really wanna know their story in their heart, so gimme their good Why? Yeah, that's great. great. Dylan, anything from you on that one? I would, I would just simply say if, if you had to put on a sheet of paper what your perfect practice would look like, can you build that where you're at now? And if the answer is no, then that, that should be the answer you need right there to, to be looking at what your options are. I think that's a really good point. And I would say too, they, before you build that perfect practice, go do a little bit of research so you know, what kinds of things could even be on that list, Yeah, depending on where you're, you know, you may not even be aware of all the things you could be doing. Yeah. Alright. What is a favorite leadership or business book that you've recently read? Fans. First by Jesse Cole, e Cole. Ooh. Okay. I haven't read that one yet. Me, I've reread, essentialism in the Bible. Both obviously very good books. Yes. And then Dylan, I know you're a tequila drinker. I don't know about you, Todd. what is a, favorite drink recipe? Oh, Izzy too. Okay. So what's either a favorite tequila or a favorite tequila drink recipe? it's a Paloma, it's not even close. And, I try to make 'em here, but I don't make 'em as good as they do, over the, over in, in Mexico. So, but yeah, Paloma for me. Okay. Mine's pretty easy. It's been passed on for generations. Take one limeade you're gonna put it in a blender. go three quarters of it with, your tequila choice. The better quality, the better. Silver or white be my first choice. Second, you're gonna do, your triple sec, same amount. Blend all the juices together. Put that blender, put that picture aside. Fill up the other picture with ice. Pour that picture in. pour, top it off with a little, sham board, just a little bit, A little purple. Raspberry in the middle. Oh man. Oh my gosh. That sounds so good. I definitely wanna come to your house. Alright. was so wonderful. My very last question I ask to every guest is, what is a one way that you're living an off script life today? Dylan, why don't you go first? off script. I guess I live off script every day 'cause I just, I choose to find the uncomfortable. I, I, I think that's where our growth happens and, you know, sometimes that's offensive to me. You, you know, when I find the, the uncomfortable situations. But I, I do think I, you know, through every situation of specifically the ones where I'm uncomfortable, that's where I grow the most. So, for me that would be how I'm living off script is just finding those uncomfortable moments and, and. Living through'em. Oh, that's great. Todd, how about you? you know, I try to live every day with, it's a gift not promised tomorrow, so I try to cherish every relationship conversation that I have. It might not be, Fruitful always, but it could be my lap. so we have a ranch in my house. And the, the purpose of the whole ranch, even though it's high fenced, I tell everybody the reason the fence is there is to keep the animals in, not the people out. And the idea is to how can we minister them, just by being. I love that. I love that, and I love the idea of the animals in not the people out. I think that sort of welcoming space is really fantastic, and it's certainly what you guys are building over at Cedarwood. Super excited. Thank you both so much for being on the podcast today. Thanks. All right. and do the listeners. Remember, this isn't just a podcast. This is a playbook for building a life that goes off script. Until next time,