Samra Wealth Management

10/22/2026

Is Your Business Really Sellable?
Enterprise & Wealth Series

You built the company. You grew the revenue, hired the team, won key clients, took the risks, and reinvested when you could have taken more out. Over time, your business became one of your family's most valuable assets.

But here is the question many successful founders don't ask until they're ready to transition: If you stepped away tomorrow, how much of the value you've built would remain?

Asking what your company is worth is fundamentally different from asking how transferable that value is. Revenue isn't enterprise value—and enterprise value becomes hard to transfer when the business depends heavily on its founder.

The 30-Day Founder Dependency Test

Imagine you are completely offline for 30 days—no email, no phone calls, no emergency check-ins. Could your team:

Make major operational decisions?
Retain your most important clients?
Keep revenue moving and solve complex problems?
Operate seamlessly without waiting for your approval?

If the answer is "not really," you may have built a highly successful company that remains deeply reliant on its founder. In the early years, founder strength is essential. Eventually, however, founder strength can become founder risk.

What Buyers Are Really Buying

Buyers aren't purchasing your history or personal relationships. They are acquiring future cash flows—and assessing how durable those cash flows will be after the transition.

Consider two hypothetical founders in the same industry, each generating $5M in EBITDA:

Founder A is the primary rainmaker and sole decision-maker. Buyers apply a "key-man risk discount," offering a 5.0× multiple ($25M enterprise value) and requiring a mandatory 3-year earn-out transition.
Founder B built a strong second-in-command and documented systems. Buyers view the revenue as more durable, offering a 5.8× multiple ($29M enterprise value) with a smooth, 6-month exit.

Same bottom line—a $4M difference in implied enterprise value.
(Note: This is a hypothetical illustration. Valuation depends on industry, growth, margins, customer concentration, management depth, and market conditions. However, the core principle holds: reducing risk increases the quality and potential value of the enterprise.)

Recent data from the International Business Brokers Association (IBBA) and M&A Source shows median transaction multiples around 5.8× EBITDA for businesses in the $5M–$50M purchase-price range. IBBA research also highlights owner reliance as an important consideration for buyers; stronger delegation and management depth help demonstrate that the company is transferable beyond the owner.

What Makes a Business Transferable?

Building enterprise value requires moving critical knowledge out of your head and into the organization. Assess your transferability across these 6 core pillars:

People & Leadership: Is there a true second seat who can make high-stakes decisions?
Relationships: Do client relationships belong to the brand or primarily to you?
Knowledge: Are critical operating processes clearly documented?
Revenue Durability: How diversified and predictable are your cash flows? Are you over-dependent on a handful of customers?
Systems: Can key departments run consistently without your intervention?
Financial & Governance Discipline: Are financial records accurate, timely, and transparent enough for a buyer, lender, or future management team to evaluate?

These aren't simply exit-planning questions—they are enterprise-value questions.

The Ultimate Goal: Optionality

Preparing for transferability isn't just exit planning; it's good business strategy.

You may decide to sell next year, bring in a strategic partner, transition to the next generation, recapitalize, or continue running the company for another 15 years. The objective isn't necessarily an immediate exit. It's optionality:

The ability to respond to an opportunity rather than needing one.
The ability to step away without creating operational chaos.
The ability to transition leadership when you're ready.
The ability to protect the wealth you've created if circumstances change.

Business Strategy and Wealth Strategy Can't Exist in Separate Rooms

At Samra Wealth Management, we view your business and personal wealth as two sides of the same coin. For many founders, the business is the family's largest asset—meaning a business risk can ultimately become a personal wealth risk.

We don't replace your CPA, corporate attorney, M&A advisor, or valuation professional. We coordinate alongside them.

Our role is to help identify the questions, recognize the gaps, connect the right professionals, and keep the strategy focused on the bigger picture—the enterprise, the wealth it creates, and the legacy it ultimately supports.

You didn't build your company in a spreadsheet. You built it through years of risk, sacrifice, relationships, and perseverance.

The question isn't whether you're ready to sell. It's whether your business is ready for whatever comes next.

Ready to Build Optionality?

If your business represents a significant portion of your family's wealth, let's have a confidential conversation about where you have optionality—and where you may have exposure.

The goal isn't necessarily to sell. It's to make sure you're in a position to choose.

👉 [Contact Samra Wealth Management today to schedule a confidential Enterprise & Wealth Strategy Session.]

Disclaimer: This material is provided as a courtesy and for educational purposes only. Please consult your investment professional, legal, or tax advisor for specific information pertaining to your situation.

10/10/2026

BEFORE YOU SAY “I DO” BONUS — THE BLIND SPOTS

The balance sheet isn’t telling you everything.

Some of the most valuable things in a marriage never appear on a financial statement.

And some of the greatest liabilities don’t either.

When high-net-worth couples begin aligning their financial lives, they usually start with the obvious:

Real estate.
Investments.
Retirement accounts.
Business interests.

But modern wealth involves layers that traditional statements don’t capture.

1. Assets You Can’t Easily See
Digital assets. Cryptocurrency. Domain names. Intellectual property. Licensing rights. Equity compensation.

2. Liabilities You Didn’t Know Existed
Personal guarantees. Informal family loans. Business obligations. Tax exposure. Legal liabilities.

3. Human Capital You Can’t Replace
What happens when one partner steps away from a career to raise children, relocate, manage the household, or support a growing enterprise?

That sacrifice may never appear on a balance sheet—but it can materially affect future earning power and financial independence.

4. Risks You Can’t Simply Insure Away
Privacy. Cybersecurity. Digital access. Reputation. Operational control.

Who holds the passwords, keys, and institutional knowledge if something unexpected happens?

5. Values You Can’t Put a Number On
What is wealth actually for?

Security?
Freedom?
Family?
Philanthropy?
Entrepreneurship?
Legacy?

Two people can have identical net worths and completely different beliefs about what wealth should accomplish.

6. The Future You Can’t Fully Predict
A business sale.
A career pivot.
A cross-country move.
A new child.
An unexpected inheritance.
A shift in risk tolerance.

The question isn’t whether life will change.

It’s whether your financial architecture can change with it.

In my advisory practice, I often see founders spend enormous amounts of time optimizing their businesses while spending far less time understanding the financial architecture of their personal lives.

That disconnect is where the blind spots live.

When marriage expands to encompass operating businesses, multi-jurisdictional assets, and generational family dynamics, wealth management stops being a series of isolated financial transactions.

It becomes an interconnected ecosystem.

Business. Personal wealth. Family. Tax. Estate planning. Risk. Legacy.

All connected.

That’s the foundation of a Total Enterprise approach.

Because true financial clarity isn’t about eliminating complexity.

It’s about understanding it—and intentionally building around it.

So perhaps the question before marriage isn’t just:

“What’s on our balance sheet?”

It’s:

“What’s important to our financial life that isn’t on the balance sheet?”

And maybe the most important question of all:

“What don’t I know that I should know?”

I’ve created a confidential UHNW Marriage & Wealth Blind Spot Checklist to help couples identify the questions worth asking before they say “I do.”

Comment ARCHI or DM me directly for a copy.

This concludes the Before You Say “I Do” series.

Legal, tax, estate, reproductive, and jurisdiction-specific matters should always be addressed with qualified professionals.

10/03/2026

What Happens After “I Do”?

Everyone plans for what happens if a marriage ends.

Almost nobody plans for what happens if the marriage goes too well.

When people hear “prenup,” the conversation usually becomes:

What happens if the marriage ends?

That’s an important question.

But there’s another question worth asking:

What happens if the marriage goes exactly as planned?

What if the business grows exponentially?

What if a significant inheritance arrives?

What if wealth multiplies?

What if one spouse becomes disabled or dies unexpectedly?

Good planning prepares for success just as thoughtfully as it prepares for adversity.

Marriage changes your life, but it doesn’t automatically update every piece of your financial architecture.

Beneficiary designations may still name an old partner.

Estate documents may predate the marriage.

Insurance may no longer reflect the family’s needs.

Business agreements may not account for a new family structure.

And if one spouse becomes incapacitated, can the other actually step into the financial life they’ve left behind?

Who knows where everything is?

Who knows the advisors?

Who understands the businesses?

Who can access the accounts?

Who has authority to act?

These aren’t simply estate-planning questions.

They’re governance questions.

For families with significant wealth, marriage can become the beginning of a **family enterprise**—not necessarily a company, but an interconnected economic, personal, and legacy system that evolves over time.

And the sophisticated question isn’t just:

“Who gets what?”

It’s:

“Who decides what?”

How will major financial decisions be made?

What requires both partners?

When should outside advisors step in?

How will disagreements be resolved?

Because circumstances change.

Businesses evolve.

Children grow.

Wealth shifts.

Priorities pivot.

The plan has to evolve with them.

Business, personal wealth, family, tax, estate planning, risk, and legacy aren’t separate conversations.

They’re interconnected parts of one financial life.

Coordinating those dimensions is at the core of a Total Enterprise approach.

And the conversation doesn’t end on your wedding day.

It evolves.

The most important question isn’t simply:

“What happens if we divorce?”

It’s:

“How do we govern, protect, and grow what we’re building together?”

Planning isn’t pessimism.

It’s preparation.

And perhaps the bravest question you can ask before marriage is still the simplest:

“What don’t I know that I should know?”

Marriage changes your financial architecture.

Don’t wait for a life event to discover the gaps.

09/30/2026

The Family You Haven't Built Yet

Pre-marriage financial planning isn't just about prenups and bank accounts anymore.

Today, it's about frozen embryos, cross-border real estate, and blending complex family ecosystems before you even walk down the aisle.

Some of the most consequential conversations before marriage aren't about money.

They're about the family you plan to build.

For some couples, family formation begins long before marriage—with frozen eggs, s***m, or embryos.

For others, it may involve IVF, donor eggs or s***m, surrogacy, adoption, or blended-family dynamics.

These decisions carry significant financial, legal, and emotional implications.

Questions worth discussing early:

What happens to stored reproductive material if circumstances change?
Who has decision-making authority in the event of death or incapacity?
How will fertility-related expenses be handled?
How could future children affect trusts, insurance, estate planning, and generational wealth?

And perhaps the most important question:

What happens if our vision for our family changes?

Wanting children is one conversation.

Agreeing on how you will raise them is another.

Who works? Who stays home?
How will childcare work?
Private school or public?
How will college be funded?
What happens if a child's needs require one parent to step away from work?
What role will grandparents play?
How long will financial support continue into adulthood?

Two people can completely agree on wanting a family and still have radically different visions of what that family looks like.

And then there are the responsibilities that already exist:

Children from previous relationships.
Aging parents.
Siblings.
Family businesses.
Financial support.
Immigration or relocation needs.

You may be marrying one person—but entering an existing family ecosystem.

Geography matters, too.

What if you own property in multiple states or internationally?

Different jurisdictions can have very different rules governing marital property, taxation, inheritance, trusts, and family law.

The location of an asset can matter almost as much as the asset itself.

This is why legal, tax, estate, and wealth professionals need to understand the whole picture—not just their individual piece.

None of this is about making family transactional.

It's about being intentional.

Because the family you build becomes part of the legacy you create.

So ask:

“What do we want our wealth to make possible for the family we're building?”

Legacy doesn't begin at the end of life.

It begins with the decisions you make long before then.

You aren't just planning a marriage.

You're planning a family, a future, and potentially a legacy.

This material is provided as a courtesy and for educational purposes only. Please consult your investment professional, legal or tax advisor for specific information pertaining to your situation.

09/28/2026

What Are We Building Together?

A founder builds a $10 million company before marriage. Five years later, it's worth $50 million.

What happens to that appreciation?

What happens if their spouse steps away from a career to raise children, relocate, manage the household, or support the business?

What if the company requires personal guarantees or complex corporate restructuring?

What if it sells for $100 million?

What if it fails?

There is no universal answer.

And that's precisely the point.

The right answer depends on how the assets are structured, where you live, what agreements are in place, and how the marriage and business evolve.

The goal isn't necessarily a rigid 50/50 split.

The goal is an intentional arrangement that both people understand and believe is fair.

Because fair doesn't always mean equal.

This is where a can become an important part of the conversation.

A PMA isn't necessarily a prediction of failure. Done thoughtfully, it can clarify expectations around ownership, financial independence, business interests, future wealth, and responsibility.

But a PMA is only one piece of the architecture.

Consider the bigger picture:

Business Equity & Future Wealth

What happens to founder equity, options, RSUs, carried interests, future grants, or a liquidity event during the marriage?

Human Capital

What happens when one partner's earning capacity continues compounding while the other's changes dramatically because they stepped back to support the family or the enterprise?

The contribution may look different.

That doesn't make it less valuable.

Family Wealth & Inheritances

How will pre-existing trusts, inherited assets, and family businesses be treated? What happens if inherited wealth is used to purchase a home, fund a business, or support a shared lifestyle?

Financial Power

What happens when one person earns dramatically more?

Does the higher earner automatically make the decisions?

Does the business owner have disproportionate control?

Can both partners say no?

Financial power should never quietly become relationship power.

And then there's the question people often avoid:

What happens when our goals change?

One wants to sell the business. The other doesn't.

One wants to move. The other doesn't.

One wants to give significantly to family or philanthropy. The other doesn't.

One wants to take more risk. The other doesn't.

Financial compatibility isn't about agreeing on everything.

It's about knowing how you'll make decisions when you disagree.

When a marriage expands to encompass operating businesses, multi-jurisdictional assets, and generational family dynamics, wealth management ceases to be a series of isolated financial transactions.

It becomes an interconnected ecosystem—a Total Enterprise.

Because marriage doesn't just combine two people.

It changes the architecture around their wealth.

So before you ask: “How much do we own?”

Ask: “How will we decide what happens next?”

What does a financially healthy partnership look like to you—and have you actually talked about it?

This material is provided as a courtesy and for educational purposes only. Please consult your investment professional, legal or tax advisor for specific information pertaining to your situation.

09/13/2026

Someone can have a $20 million net worth and still be a financial disaster waiting to happen.

Because the balance sheet tells you what someone owns.

It doesn’t tell you how they behave.

Before you say “I do,” there may be more important questions than income, assets, or even a prenup.

How do they handle money?
How do they respond under stress?
Can they take accountability?
How do they handle conflict?
And what financial obligations might you be marrying into without realizing it?

Marriage is more than a romantic partnership. It can become a legal, financial, family, and legacy partnership.

Before you say yes, make sure you know what you’re saying yes to.

Read Part I: The Person — What Are You Really Marrying Into?

What Are You Really Marrying Into? Someone can have a $20 million net worth and still be a financial disaster waiting to happen. The balance sheet tells you what someone owns.

08/11/2026

The wire clears on a Friday afternoon.

Years of high-pressure decisions, silent sacrifices, and calculated risks are instantly converted into an eight-figure number on a screen.

The transaction closes. Investors celebrate. Employees toast to the finish line. But once the noise subsides, a quieter, far more demanding question emerges: What comes next?

It is a question many successful founders are simply not equipped to answer. They know how to scale, compete, and manufacture value out of uncertainty. But post-exit, the scoreboard changes.

The challenge is no longer: What can I build?

It becomes: What is worth building now?

This transition reveals the paradox of success: the exact instincts that helped a founder win are the very things that make it difficult to idle the engine.

The Operating System Keeps Running

Entrepreneurs develop a deeply hardwired relationship with momentum.

Running at high RPMs for a decade makes constant stress feel like a normal baseline. These instincts are not flaws—they are the exact reason the business succeeded. But post-liquidity, the operational environment changes entirely.

The urgency disappears. The scoreboard resets.

The Reality of the Idle

When the structure of a daily business is suddenly removed, many founders face an unexpected realization: a high-horsepower engine does not idle well. The sudden silence of an empty calendar can feel far more unsettling than the chaos of the arena.

In our work with founders, one truth consistently emerges: the financial decisions are the easy part. The capital is there. The roadblock is the personal roadmap. Building wealth requires one set of operational strategies; deciding what that wealth is meant to serve requires an entirely different discipline.

The Danger of Success as an Elegant Distraction

Let’s be candid: building companies is one of the most socially praised ways to avoid uncomfortable personal questions.

The world rewards relentless focus and constant activity. But post-exit, that drive can easily become an elegant distraction. There is always another deal to angel invest in, another board seat to take, or another venture to launch—all highly plausible reasons to postpone the deeper questions:

· Who am I outside of what I built?

· Which relationships deserve my undivided attention now?

· What do I want the next decade of my life to represent?

The risk is not ambition. The risk is running at full speed without knowing the destination.

A Different Kind of Strategy

The skills required to build wealth are rarely the same skills required to deploy it thoughtfully and actually enjoy the freedom it creates.

The goal is not to switch off your drive. The goal is to build the protective guardrails that ensure ambition serves your life, rather than becoming your life. A thoughtful post-exit strategy focuses on three areas:

1. The "Decompression Ringfence"

Successful founders suffer from an abundance of opportunities, not a lack of them.

By establishing a Decompression Ringfence—setting strict, pre-determined limits on capital and time committed to new ventures in the first 12 months—a founder can allow curiosity to run its course without putting long-term security at risk.

Success gives you the ability to say yes. True freedom is having the discipline to say no.

2. Choosing the Right Game

A company built for an exit has a definitive finish line. Life does not.

The next chapter might mean mentoring, philanthropy, or dedicated time with family. The objective is no longer winning the next transaction; it is choosing a pursuit that offers genuine alignment.

3. Advisors Who Challenge the Vision

Founders are accustomed to having teams that execute their vision. Post-exit, they need peers and advisors who are willing to challenge it.

The most valuable advisor is not someone who simply manages tax structures. It is someone willing to ask the hard question:

"Is this truly the right opportunity for your life, or are you just jumping back in because you miss the familiar noise of the arena?"

Intentionality Creates Meaning

The ultimate benefit of wealth is not the ability to buy more things; it is the autonomy to choose your time.

Before starting the next build, every founder should ask: Is this the chapter I actually chose, or simply the only chapter I know how to write?

If you are approaching a liquidity event, the conversation does not need to begin with a portfolio review. It can begin with a single question:

What do you want this success to make possible?

All information contained herein is derived from sources deemed to be reliable but cannot be guaranteed. All views/opinions expressed in this article are solely those of the author and do not reflect the views/opinions held by Advisory Services Network, LLC.

07/22/2026

When the Exit Strategy Changes: Leadership Through the Chapters Nobody Plans For

No entrepreneur starts a business planning for a restructuring.

They begin with conviction—imagining growth, expansion, and the day they will step away on their own terms.

But business rarely follows a straight line.
Markets shift. Capital tightens. Customers evolve. Technology disrupts.

When that happens, founders don't just question the future of the enterprise.
They question themselves.
What we call "distress" on a balance sheet often feels like something much more personal:
It feels like identity.

Uncertainty does not erase success.
What separates enduring leaders is not whether adversity arrives, but whether they respond with clarity rather than emotion.
Growth rewards optimism. Leadership requires clarity.
The strategy that creates growth is rarely the strategy that preserves value.

The questions begin to change:
→ "How fast can we grow?" becomes "What must we protect?"
→ "What opportunities should we pursue?" becomes "Which commitments no longer serve the business?"

Leadership begins with accepting reality before reality begins making decisions for you.

One of the hardest moments for any founder is recognizing that the business they imagined is no longer the business they own.

That realization often feels like failure.

In reality, it is one of leadership's greatest tests.
Sometimes preserving value requires difficult decisions: restructuring debt, bringing in turnaround leadership, carving out a division, or pursuing a formal restructuring process.

Changing course does not diminish what you built.
Leadership is not measured by how long we defend yesterday's strategy.
It is measured by recognizing when today's reality requires a different one.

Optionality is like liquidity—it is most valuable before you desperately need it.

We often define entrepreneurial freedom as a successful exit.

But there is another form of freedom that deserves equal attention:
• The freedom to adapt.
• The freedom to pivot.
• The freedom to choose the next chapter before circumstances choose it for you.

The market may remember the outcome.
People remember how you led.
A founder's greatest legacy is not simply what they built.

It is the judgment they exercised, the integrity they protected, and the people they chose to lead through every chapter—especially the ones they never expected to write.

If you're navigating a chapter that looks different from the one you originally planned, and you'd value a confidential, objective perspective, I'd welcome the conversation.

Founders: What leadership lesson became clear only after your original plan changed?

Samra Wealth Management

07/17/2026

The Wire Cleared, Now What? The Psychological Aftermath of the Founder Exit

The notification is deceptively quiet, but the eight-figure wire changes everything.

For fifteen years, daily existence was measured in quarters, runway, cap tables, and fires that only a founder could put out. Chronic stress was worn like armor. Surviving the brutal early years, the near-death experiences of the business, and the grueling, months-long due diligence process was all-consuming.
The expectation was that this moment would feel like summiting . Relief, validation, perhaps even euphoria.
Instead, Tuesday morning arrives at 6:00 a.m. Staring at the ceiling, there is only a sudden, disorienting blankness.
The calendar is empty. The inbox is quiet. The team built over a decade is now reporting to someone else.
This isn't just selling a company. It is parting with an identity built over a lifetime—and very few are prepared for the vacuum that follows.

The Silent Challenge of Sudden Wealth

Within the wealth management industry, an exit is treated as the ultimate finish line. Bankers celebrate. Attorneys close the transaction. Advisors immediately launch into asset allocation, tax mitigation, and portfolio construction.
But for the founder, closing day is actually day one of a massive psychological transition.
In clinical circles, the term is often used to describe the anxiety, isolation, and identity disruption that can follow a major liquidity event. The financial outcome changes overnight. The human brain, however, does not adjust at the speed of a wire transfer.

When decades are spent building a company, it serves as the primary source of purpose, intellectual challenge, and community. Removing that structure overnight leaves a profound gap.

1. The Loss of Mission
For years, every day presented high-stakes problems demanding immediate attention. When those problems disappear, the silence can be deafening.
Research in positive psychology consistently demonstrates that human flourishing requires active engagement and meaningful pursuit—not just achievement.
As one founder recently shared:
"I thought I wanted to retire. Three months later, I realized I didn't miss the business—I just missed feeling useful."

2. The Isolation Trap
It is incredibly difficult to talk honestly about this .
Friends assume life is now perfect. Former employees are navigating their own path under new ownership. Family members are adjusting to a new dynamic.
Many founders feel they have "won the game" and therefore have no right to complain, leading to quiet isolation at the exact moment connection is needed most.

3. The Identity Void
For years, introductions began with a title: , , .
Those weren't just job descriptions; they were the core of an identity. When that role ends, a fundamental question arises: Who is left when there is no longer a company to build?

Where Traditional Financial Advice Falls Short

Most wealth advisors are exceptionally skilled at managing the structural side of an exit:
· Trust and estate structures
· Advanced tax-mitigation strategies
· Liquidity planning and asset allocation

These disciplines are indispensable. Yet, traditional wealth management often neglects the human side of the transition.
Making life-defining financial or personal decisions before emotional reality catches up with a new balance sheet is a recipe for regret. A massive liquidity event doesn't just change a ; it alters relationships, family dynamics, and personal trajectory.
Those conversations deserve just as much attention as a portfolio's risk profile.

A Framework for the Post-Exit Transition

Based on our work guiding founders through major liquidity events, those who navigate this transition
most successfully tend to follow a few key principles:

Take a
Unless immediate action is legally or structurally required, consider implementing a 6-to-12-month pause before making major philanthropic commitments, launching a new venture, or locking into rigid, illiquid investment structures.
The same discipline that kept a founder from making impulsive operational decisions should apply to newfound wealth. Give the dust time to settle.

Reconnect With Purpose Before Pursuing Performance
The qualities that built the company—curiosity, resilience, and vision—do not disappear when the transaction closes. The challenge is deciding where to direct those strengths next.
For some, that means angel investing, mentoring, or board service. For others, it’s philanthropy, teaching, or simply being present for family. There is no standard template.

Find a Peer Group That Understands the
The most valuable conversations post-exit are often with those who have already lived through one. Peers provide perspective that money cannot buy, offering reassurance that feelings of disorientation are entirely normal—and that the next chapter doesn't need to be rushed.

Evaluate the Advisory Team Holistically
It is worth asking: Are the asking about the life to be built next, or are they only discussing markets, benchmarks, and tax efficiency?
The best advisors recognize that financial capital is merely a tool to support personal capital.

The Next Chapter

An exit creates , but freedom is not the same as fulfillment.
The transaction may have transformed the balance sheet, but it cannot answer the deeper questions of identity and purpose.
The founders who thrive post-exit aren't necessarily those with the largest transactions. They are the ones who approach the next chapter with the same curiosity, intentionality, and willingness to learn that made their first venture successful.

If an exit is on the horizon—or if the hardest part actually began after the wire cleared—it may be time to look beyond portfolio construction alone. The next chapter deserves the same deliberate leadership that built the business.



This material is provided as a courtesy and for educational purposes only. Please consult your investment professional, legal or tax advisor for specific information pertaining to your situation. All information contained herein is derived from sources deemed to be reliable but cannot be guaranteed. All views/opinions expressed in this article are solely those of the author and do not reflect the views/opinions held by Advisory Services Network, LLC.