Rick Kes

maybe manage what we can as business owners or private equity fund managers or whoever we are in the ecosystem and try to figure out, well, the interest rate environment is sort of out of my control. But one thing that is in my control is finding the consumers and taking more of the market share from them because they have cash, they're employed, they're out there working.

Let's find a way to get them to spend money in our business as opposed to somebody else's business.

Let's find a way to get them to spend money in our business as opposed to somebody else's business.

Yeah, I think that's spot on, Scott. I think it just brings you back to really what we were talking about maybe even a year ago or even before that, before any interest rate cuts, when the interest rate environment is a little bit out of your hands, you can find value in other places to really drive even a growth and attraction.

Yeah, I think that's spot on, Scott. I think it just brings you back to really what we were talking about maybe even a year ago or even before that, before any interest rate cuts, when the interest rate environment is a little bit out of your hands, you can find value in other places to really drive even a growth and attraction.

Because I think what I keep hearing from private equity firms is that A assets still trade, B assets may or may not trade, C assets and below, it becomes very, very difficult to trade those assets. So I think you really need to focus on making your business as close to or an asset as possible so that you can find value.

Because I think what I keep hearing from private equity firms is that A assets still trade, B assets may or may not trade, C assets and below, it becomes very, very difficult to trade those assets. So I think you really need to focus on making your business as close to or an asset as possible so that you can find value.

And by doing that, I mean finding opportunities to become more efficient, finding opportunities to really advance your leadership team within that company.

And by doing that, I mean finding opportunities to become more efficient, finding opportunities to really advance your leadership team within that company.

and really finding ways to drive value beyond maybe what the interest rate environment might may create for you you got to figure out what you can actually control and that's typically you know finding opportunities to bring value to those businesses that you own and be able to make them attractive to buyers regardless of the interest rate environment that you might be in

and really finding ways to drive value beyond maybe what the interest rate environment might may create for you you got to figure out what you can actually control and that's typically you know finding opportunities to bring value to those businesses that you own and be able to make them attractive to buyers regardless of the interest rate environment that you might be in

Thank you, Scott.

Thank you, Scott.

Yeah, you know, this week has been kind of another crazy week, I'd say, you know, in terms of just things that we have our eye on, you know, and, you know, kind of jokingly, you know, the most exciting part to me was the Luka Doncic trade last Saturday. That kind of shocked me for sure. But, you know, the terrorists obviously receiving a ton of headlines and

Yeah, you know, this week has been kind of another crazy week, I'd say, you know, in terms of just things that we have our eye on, you know, and, you know, kind of jokingly, you know, the most exciting part to me was the Luka Doncic trade last Saturday. That kind of shocked me for sure. But, you know, the terrorists obviously receiving a ton of headlines and

I'd say our economists that work within RSM are a little industry agnostic and things of that nature. They're very in-depth in their research and analysis on the impact of tariffs. When I think of it from an industry perspective, it definitely is going to have different impacts to different industries, as one would expect. obviously my industry of choice tends to be healthcare.

I'd say our economists that work within RSM are a little industry agnostic and things of that nature. They're very in-depth in their research and analysis on the impact of tariffs. When I think of it from an industry perspective, it definitely is going to have different impacts to different industries, as one would expect. obviously my industry of choice tends to be healthcare.

And I think about healthcare, obviously a lot of supplies and goods are bought from companies that may have acquired those goods from China or Mexico or Canada. So we are talking to our clients a little bit about tariffs. I mean, it's not like the number one issue on many of our clients' minds. But I do think

And I think about healthcare, obviously a lot of supplies and goods are bought from companies that may have acquired those goods from China or Mexico or Canada. So we are talking to our clients a little bit about tariffs. I mean, it's not like the number one issue on many of our clients' minds. But I do think

just like anything, more uncertainty in the market is probably not good for deal-making activity, except for if you can you know, perhaps take the uncertainty and kind of say, well, maybe in the private market, maybe in more domestic-focused services, you know, the tariff exposure isn't as strong, so maybe it isn't as, you know, pervasive to the overall deal market thesis kind of consideration.