Let’s Get to Know Each Other

Eric Bailey: We had a lot of discussions internally about how this transaction would impact our employees.

Mark Davis: You feel a great responsibility for the teammates—these folks who’ve supported you and helped you build your business. And what you may be thinking is, gee, if I go to CAPTRUST, I’m selling them out, or I’m leaving them behind. It’s exactly the opposite. You’re giving opportunity to your team.

Jennifer Doss: We’re a growth firm, and that means there’s always new positions being created, new departments, new ideas, and new services that we want to do, and somebody’s got to lead that, and somebody’s got to own that.

Bob Jones: On an eight-person team, we really had to have people doing what we wanted them to do. CAPTRUST allows them to prosper at the things they want to do.

Marcus Magyar: I was doing education, but I wanted to move more into a wealth advisory role. Now being at CAPTRUST, I have moved myself from being on the institutional team to a wealth advisor managing about $50 million in assets. At our prior firm, there was no way I would’ve been able to do that in such a short period of time.

Speaker 6: We have a phrase here: a slogan called “One Up, One Unified Practice.”

Rick Shoff: And what that really means is, how do we get better together?

Audrey Wheat: Everyone here at CAPTRUST wants to see you grow and succeed and be put to your highest and best use. The director that was my mentor for so long is now my manager, and I work with him on a day-to-day basis to make sure that we’re working on things that fulfill us and also help move the company forward.

Bonnie McCullou…: By combining with CAPTRUST, you are solving for your own succession, but not only for you personally—also for your employees. You are ensuring a pathway, a very bright pathway, for the future.

Rick Shoff: We’re an employee-owned company. Over two-thirds of our colleagues already have ownership.

Ellen Shaer: And everybody is eligible to be a shareholder, whether you are answering the phone at the front desk or on the operating committee. It’s something that is available to all CAPTRUST employees and is definitely unique in the industry.

Veronica Karas: Prior to the merger, I don’t think I would’ve ever considered to ask for shares of the company because we were so small. Now, under CAPTRUST, I have this opportunity to actually own shares of a company that I work for. Everyone in the firm is heading in the same direction.

Mark Davis: The opportunity those folks get as part of the CAPTRUST team is so much bigger than they would’ve been able to get at each of our individual advisory shops. It’s phenomenal.

Devyn Duex: CAPTRUST is the strongest REA in the business, and every time we bring somebody in, it just lifts us up even higher. If you come and be a part of CAPTRUST, I mean, you can accomplish whatever goal you have for yourself. The sky’s the limit, really.

Rush Benton: By being a part of CAPTRUST, you gain resources, expertise, and scale, which means you can drive much better outcomes for your clients, for your employees, and for you as a business owner.

Rick Shoff: You’re very entrepreneurial now, but imagine if you had that same entrepreneurial spirit, but you had a team of 500 people in every area from IT to research, to technology, to project management, to funding it. That’s the ultimate entrepreneurial environment.

Pat Bills: I would tell you that independence is one of our hallmarks.

Steve Wilt: We call it freedom in a framework, and what that means is that I run the Akron office, I have my own business plan, [and] I build my own team, but I do it within the framework of CAPTRUST, and they want to help you grow.

Frank Bub: Since day one, we’ve been bringing the institutional advisory business together with the individual wealth advisory business. Because it’s already here, and we’ve already done it, and it’s been successful, we can help you get up to speed that much faster.

Chris Kulick: Having over 150 advisors, collaborating, [and] sharing stories gives you an undeniable edge.

Speaker 7: Everyone is passionate, and we’re working towards the same goal.

Mark Davis: I get to bring in full-time analysts that are absolutely at the top of their game on the investment side. I get to bring in partners who can tell you the ins and outs of every record-keeping platform in America.

Bob Jones: Coming to a place like CAPTRUST allows you to offload the things in your daily life that you no longer want to do. That gives you more opportunities to do the things you want to do. And yet, the business, the thing you built, still grows and still prospers.

Rick Shoff: We invest half of our profits every year back into improving our client value proposition, and that amount that we invest is larger than 98 percent of our competitors’ total revenue.

Jon Meyer: Our ability to reinvest in our business has led us to develop custom solutions that are enhancing the value for our advisors, our colleagues, and our clients.

Bonnie: From the front desk to Fielding [Miller]’s office, all employees have the opportunity to be a shareholder at CAPTRUST, and from where we are today to that next 10-year goal, the value that is going to be created for every employee at this firm is significant.

Steve Wilt: You [have] really got to consider who you want your partners to be for the next 20 years.

Mark Davis: At the end of the day, being part of something bigger, being part of something stronger, where you don’t just own yourself, [but] you own each other . . . it’s much better diversification and much better strength in numbers. And I don’t care who you are. I don’t care how solid your individual business is. You cannot have the muscle, the depth of resources, and frankly, the strength of the integrity of another 520-some-odd employees to hold you up, to make you strong, [and] to make you better for your clients. You can’t do it.