The Hazards of Wealth

 If you are an entrepreneur and are smart about your wealth, you will be interested in Jacoline Loewen and her interviews in “Becoming Seriously Wealthy.” Jacoline shares conversations with entrepreneurs and stories of their financial journeys.  In this excerpt from her book, Jacoline explores the hazards of wealth.

Jacoline Loewen is a leader in the high performance wealth management arena. She has invested over 25+ years in entrepreneurship, finance and wealth management, having written several best seller books, including Money Magnet, (John Wiley) publisher).

Two weeks ago, I enjoyed a lunch with a former client at his private residence, looking across his sprawling lawn to the horse paddocks and fields. When I worked for a family office, I convinced this entrepreneur to partner with private equity. After six years, and much hard work, he succeeded in that entrepreneur dream where he sold his business and became wealthy beyond his financial goal set ten years back. 

I was curious how the sudden wealth had impacted his life and asked, “Now that you are a few years along from your sale, what is your big insight? We all think sudden wealth is wonderful but what are the risks? Do you think there are hazards to wealth?”

He laughed, “It's similar to winning the lottery.  It is wonderful and it is a shock to your life, your family, your friends and peer group. The question no one is going to ask you is ‘How are you going to replace this self esteem?’ You've been up Everest and back. Now what are you going to do for thrills and fun?”

My friend then commented, “Do you notice how many entrepreneurs buy an airplane? They have all this hunger for life, for adventure, and now that they have the money, buying a plane and learning to fly seems like a very good idea.”

The CAA reports that the most dangerous pilots statistically likely to have accidents or catastrophic incidents are those pilots with one hundred hours of experience, but less than five hundred. Jack McLeod, Skye Finance, who sold aircraft to entrepreneurs says, “Generally, this group gets bored with pre-flight checks and take short cuts to ‘show off’ to friends and family, feel nothing about flying inclement weather and are not too familiar with flying on instruments alone. Experience and hours are all important.”

My entrepreneur friend had been part of the Strategic Coach program run by Dan Sullivan which uses the Kolbe personality and skill assessment tool.  Apparently, the Kolbe test shows that it is common for entrepreneurs to be quick to start, but to not carry through with attention to rigorous and systematic detail.  He said, “Entrepreneurs learn how to fly initially, but soon skip through the tedious fifty-point check lists prior to flying and overlook the weather conditions. How many tragic tales do you know of entrepreneurs crashing their planes with loved ones on board? Remember the young Kennedy who crashed his plane at night, with his wife onboard?”

Thankfully, most entrepreneurs have been shown to be astute enough to recognize flying is not their skill set and to hire an experienced pilot. The entrepreneurs recognize that while they were talented at their skill set, flying and getting licensed takes time and attention they do not really want to dedicate.

Flying yourself, rather than hiring a pilot, is a terrible way to risk your future. It's misguided, risky and unfortunately, a common first foray into travel by former business owners.

The reality is risks, such as flying planes in poor weather, Black Swan events, pandemics and disasters are all out there. In the finance world, this risk is called beta . A beta of 1.00 is at the market level. If it's 1.5, it's approximately 50% more risky than the market. If it's 0.30 then it's 70% less risk.

When you run with entrepreneurs, risk is rarely mentioned. It's about returns. Winner takes all. Beta does not factor.

As you decide how to look after your wealth, you may want to be the person making all the calls. I have watched many entrepreneurs over the years. Don't fool yourself into believing you can call the risks. I would advice an entrepreneur with new wealth to ask if you want to spend your time checking on your money? Will your family be at risk if you are doing the decision making? What is the worst case scenario for your wealth? Above all, can you do a better job than the professionals with all of their time dedicated to understanding how to grow and keep wealth? Do you have their technology, their experience , their global view of the world, their ability to overcome country bias and the knowledge of beta which is harvested from overseeing your peers’ wealth?

Very much like the skills of the pilot , the skills of managing wealth are increasingly complex. Ensure you have the experts and, the world's best at wealth management .

 

Interested in risk-testing your portfolio? Please email me at jacoline.loewen@ubs.com

If you would like to read more of the series Becoming Seriously Wealthy, please email me at jacoline.loewen@ubs.com  

Twitter: @jacolineloewen

Praise for Money Magnet, J.B. Loewen

"Every ambitious private business owner should understand the role of investors and how to attract them. Money Magnet is an indispensible guide to the process."
—Austen Beutel, Chairman and CEO, Oakwest Corporation Ltd.

Clients with wealth need to know you see their needs first

We are striving to talk to clients the way they think about their money, not the way we do. Many advisors jump into talking about themselves, how they have been doing their role for 20 years and so forth.  This does not give the client ease of mind.  The client wants to know that you see them and you understand their special circumstances, not that you are shoehorning them into a standard "solution".

Clients feel their money “has a job to do” – to help them develop and educate their children, care for their parents, fund their businesses and homes, spin out a monthly cash flow, etc. In our client relationships, we are focused on helping our clients achieve their desired outcomes – offering the right capabilities, removing complexity and truly listening.

Our clients have their best practices in managing their wealth. This mutual sharing of knowledge has developed the wealth management practices over the past 150 years and this is a responsibility we take very seriously.

5 lessons can we learn from Bezos’s rise to become the richest man

Interesting to learn that Amazon founder Jeff Bezos will become the world’s richest person this year, or next. After yet another fantastic report of results, and yet another boost in the company’s share price, Bezos is $5 billion away from the Microsoft founder Bill Gates and likely to overtake him soon.

From my view, I remember when Amazon was just starting and seemed an interesting but not a sure thing on the stock market. I sold my Amazon for AOL back in 1999. I was wrong! 

To learn that Bezos is now passing Bill Gates means that there are lessons to learn and Bezos shares his views. I am interested in how the title of richest person (that is tracked and legitimate) sets a role model for entrepreneurs and business leaders around the world.

After all, if making more money than anyone else doesn’t tell you they are doing something right, it is hard to know what might. 

So what lessons can we learn from Bezos’s rise to the top of the pile? In brief: That you should 

1. Think big, 
2. Innovate furiously, 
3. Ignore failures, 
4. Forget about obsessing over profits, and 
5. Avoid major acquisitions. 

Those are 5 pretty good guidelines for any business heading into the 2020s. 

In the past five years, Amazon’s share price has more than quadrupled, rising from US$220 to more than $US900 as the company powers into new industries and markets. He has already overtaken Warren Buffett and Amancio Ortega, the Spanish founder of Zara owner Inditex, to become the world’s second richest. 

Read the article HERE

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Jacoline Loewen, MBA, ICD.D, is a best selling author and expert in Wealth Management. She is Canada’s leading wealth, legacy, founder and family business finance expert. Ms. Loewen's clients are entrepreneurs who transition from focus on business to managing their money. She helps overcome common wealth creation issues while optimizing investments in order to manage and nurture significant wealth with confidence.

Planning is a bore compared with running a business but 3 simple questions can help a lot

Business owners make their wealth through concentrated efforts. The key to successful transitions involves focusing that same energy on planning the next stage of life and putting their wealth to work through investments outside their own companies.

Planning is a bore compared with running a business. If owners want to fully benefit from their lives' work, they need to grit their teeth and start tackling those three life questions before they get answered for them by life's forces.

The problem is, most owners avoid thinking about their next stage, their businesses don't get sold properly, and they lose the wealth they spent their lives building.

"One business owner that we came across had no transition plan, no successor, a son in the business who did not have an interest in running it, and no estate plan at all," says Maria Milanetti, a partner at MarchFifteen, a consulting practice specializing in business transitions.

"The owner was 70 years old, running a highly successful business, and utterly oblivious to the risks for his family's future wealth."

This scenario is common in Canada.

Too often, the only part of a business that can be salvaged are its assets, but not a great deal more, leaving the family in a precarious position. The economy also loses a company that could have continued under new leadership.

Why is this sad lack of transition such a common scenario for too many privately owned businesses?

Milanetti says, "It's quite natural for founders and those running the business successfully to 'want to keep a good thing going' and to feel that they need to keep running the business themselves." 

 "Often they want to 'protect' others from this responsibility."

 But their reluctance to share how they make decisions or influence stakeholders with their next generation leaders can have long-term negative effects. Milanetti acknowledges it can be difficult to start the conversation around transition or succession. She recommends starting with the following three questions:

Have you thought about the next chapter in your business?
This question may prod an owner to be able to describe verbally a picture of the business within the next five years. As an extension of this question, it can be useful to include the next generation of leaders if there are any tapped to take over the business. Ask them to share how they want to build the business in the longer term. Like the son working with the 70 year old owner encountered by Maria, the truth will come out that they have no interest. Many next generation family members are not wanting to take over the business and doing this type of exercise will bring this urgent issue into the light sooner than later.

How can we plan that future together?
Suggest setting aside some time with a facilitator or business adviser and describe how critical conversations can be shared in a relaxed, reflective and safe situation. It makes it a safer process. It also means someone else brings energy and an outsider perspective to winkle out those tough questions business like to avoid but that need to be addressed.

What will your life look like in three years?
It can not be underestimated how difficult it can be to step away from a business, even if the Chairman role is still offered with a desk at the office. The emotional challenges of giving up control over a privately owned business and transitioning into a new role as “ex-entrepreneur” – whatever this new role may be – requires reflection about one’s identity and about other family members. This is not a natural state for most high-action owners. Dealing with this identity change can be very important to helping the transition to take place. However, this can be the most tricky question to bring up as it starts to deal with the prickly topic of the business transition. Peter Pan whispers that planning for life after the business means retirement, and that's for old people, not a dynamic business owner, no matter the biological age. That way of thinking can be disastrous for a family if the owner is forced to reduce his or her time at the business or stop altogether. It is better to address changes while everyone is healthy and has the time and energy.

 

"At every juncture," Milanetti says, "We recommend planning. That is planning for the mentoring of next generation leaders, for the transition between current leadership and successors and, most importantly, planning for the owner to be clear what will make their lives meaningful in their next chapter. These are not people who are used to doing nothing. they need to see the door opening to welcoming place."

 

Jacoline Loewen is director of business development of UBS Bank (Canada). 

She is also author of Money Magnet: How to Attract Investors to Your Business. 

You can follow her on Twitter @jacolineloewen.

  

The article above first appeared in the Globe and Mail online.

Canoes, Housework and Hedge Funds

It’s that time in the summer to get in a canoe and head out across the lake.  How much more enjoyable when you know as you paddle peacefully, your wealth is organized securely for the long run?

Business owners have generally built their wealth by excelling in their chosen fields rather than through any particular investment expertise. While many of these self-made millionaires understand the importance of saving and investing for the long run, recent research by UBS Wealth Management Americas discovered that some have limited financial acumen on specific concepts and terminology.

For example, three out of ten understood the term “basis point” or “beta”. Six out of ten understood market capitalization. Seven out of ten understood liquidity.

What’s more, these self-made millionaires choose not to learn more about investing. The UBS Wealth Management research noted that these entrepreneurs rank researching and managing investments dead last on a list of how they choose to spend their time, even behind housework.

The millionaires cite information overload as one of the reasons for their disinterest. For example, researching hedge funds could leave entrepreneurs confused as they have a controversial history since they began to grow in popularity after 2001. Yet the traction of investing in specific hedge funds lies in their flexibility to pursue strategies not open to mutual funds or segregated funds. Having your own hedge fund or being part of a pool can bring a unique advantage. In addition, research on hedge funds will show that it would be too difficult to replicate the strategies as an individual investor because they would be prohibitively expensive and logistically impossible. What a pity to miss out on a valuable investment opportunity because of lack of expertise.

Ultimately, millionaires generally recognize their constraints and choose to work with a financial professional.

What does build confidence for these business owners? Our research shows it is the principle of financial discipline: setting specific objectives, developing a plan and sticking to it.

With your financial plan done and working with a UBS financial professional, you can have the peace of mind to get in the your canoe and relax on the lake this summer.

For more information on the UBS Wealth Management Americas survey, to request the full research report, or to find out more about UBS financial advisors - please feel free to contact me.

Jacoline Loewen is director of business development of UBS Bank (Canada). She is also author of Money Magnet: How to Attract Investors to Your Business. You can follow her on Twitter @jacolineloewen.