230: The Multi-Million Retirement Opportunity Advisors Miss with Susan Latremoille

Speaker A: This podcast is supported by MIDI Health. Are you in midlife feeling dismissed, unheard or just plain tired of the old health care system? You're not alone. For too long, women's serious midlife health issues have been trivialized, ignored and met with a, uh, just deal with it attitude. Many of us have been made to feel ashamed or forgotten. In fact, even today, 75% of women seeking care for menopause and perimenopause issues are left entirely untreated. But here's the powerful it's time for a change. It's time for miti. Mitti is not just a healthcare provider, it's a women's telehealth clinic founded and supported by world class leaders in women's health. What sets MITI apart? We are the only women's telehealth brand covered by major insurance companies, making high quality expert care accessible and affordable. Our, uh, clinicians provide one on one face to face consultations where they truly listen to your unique needs. We offer a full range of holistic, data driven solutions from hormonal therapies and weight loss protocols to lifestyle coaching and preventive health guidance. This isn't one size fits all care. This is care uniquely tailored for you. At miti, you will join our patients who feel seen, heard and prioritized. You will find that our mission is clear to help all women thrive in midlife, giving them access to the health care they deserve. Because we believe midlife isn't the middle at all. It is the beginning of your second act. Ready to feel your best and write your second act script? Visit joinMiddy.com today to book your personalized insurance covered virtual Visit. That's join MIDI.com MIDI the Care Women deserve

Speaker B: A burst pipe?

Speaker C: A, uh, dead water heater?

Speaker B: The AC calling it quits? Who do you call? HomeServe is an easy way to handle unexpected home repairs with plans covering stuff basic homeowners insurance usually won't. Instead of scrambling for a contractor, you make one call to get the repair process started. Join the millions of customers who trust HomeServe right now. Go to HomeServe.com podcast for 50% less your first year. That's HomeServe.com podcast savings compared to Renewal Price void in Florida welcome to Succession Stories where we identify how entrepreneurs can improve business value and transferability to ensure the legacy of your hard work. This is your host, Lori Barkman, and you're in the right place if you want to build with your end game in mind. Succession Stories is sponsored by the Business Transition Sherpa Providing expert advisory services for your business transition journey. Today my guest is a former financial advisor with nearly four decades of experience helping business owners and high net worth families prepare financially for retirement and transition. After years of guiding clients through successful exits, and she experienced a wake up call that changed the trajectory of her career. That experience led to a powerful realization. Financial planning alone is not enough. The real challenge for many entrepreneurs and founders isn't the money, it's the identity shift, the loss of purpose and navigating what comes next. Today she works with business owners, financial advisors and professional advisors and to help people prepare not just financially for transition, but personally and emotionally as well. Welcome to the show. Susan Latrimoi, founder of Next Chapter Lifestyle Advisors.

Speaker C: Thank you, Laurie. It's so great to be here with you today. I can't wait for our conversation.

Speaker B: I'm excited to have you. I want to write off the bat here, talk about a myth. What do you think is the biggest myth people still believe about retirement?

Speaker C: You know, we see it all the time where people believe that it's just like going sailing off into the sunset, unlimited golf, travel, you know, doing whatever you want and life will be happy and you'll leave all your problems behind and just sail off into the sunset holding hands with your partner. That couldn't be a bigger myth. That's exactly the opposite of what many people experience. So we call it the Hollywood version of retirement. And it really, for many people doesn't look like that at all.

Speaker B: There's only so much golf you can play, right?

Speaker C: Exactly, exactly.

Speaker B: Um, and that trip that you want to take, that's like a short term thing. What do we do after that?

Speaker C: Yeah, exactly. We call that the bucket list. So there's a difference between having a bucket list, which is, which is the golf, the travel, and, you know, all those activities that you do. But that's not really a plan. The plan is something that has to be thought out and that really should last for the rest of your life. Which in many cases for people retiring today, could be as much as 20 or 30 years. So differentiating between a bucket list and a plan is really important. A bucket list is part of a plan, but it's not the whole thing.

Speaker B: Yeah, that's a really good differentiation. Susan, what was the wake up call that I talked about in your introduction? Maybe we could talk a little bit about that. What made you realize that traditional retirement planning wasn't enough for business owners?

Speaker C: Yeah, so it really reminds me of a client I worked with when I was a financial advisor. I'D worked with him for a couple of decades, and, you know, we'd meet periodically, three, four times a year to discuss his investments. And then finally, he started to talk about selling the company and his own retirement. So he told me one November, we were meeting, and he said, you know, I'm really ready. I can't wait to retire. I have a beautiful home in a gated community in Florida. I have a golf cart parked in the driveway, a swimming pool in the backyard. You know, I've been a golfer all my life, and I just can't wait to get down there and start playing golf. So I wished him well, and he went, um, down to his beautiful home in Florida. And I actually didn't see him until they came back in April. And I was waiting for him for our meeting, and he walked in, and I was totally expecting to see this tanned, happy, healthy man, just someone that was so thrilled to be, um, living the dream that he had for his own retirement. But instead, oh, my goodness. I found a man who was not looking happy at all. In fact, he was actually depressed. He didn't look that healthy, and his shoulders were kind of slumped and his head was down. And I said, alan, Alan, what's wrong? He said, I'm so bored with the same guys I'm playing golf with every single day I hear. He said, I thought when I played all the time, my golf game would get better, and it hasn't. And besides that, I've injured my shoulder, and I really can't play very much now. So at that moment, I knew Alan was not a happy camper at all. He, uh, was totally disillusioned with this idea that he had of how he wanted to live his retirement life. So that, for me, was the real turning point. And then I went on to experience this with other clients as well, not necessarily in the same form, but this idea that many of them were so looking forward to this life of leisure and doing things that maybe they hadn't had enough time to do, but that came back or had some kind of disappointment or disillusionment. And so that's what really prompted me to say, you know, I need to change this. I need to change it for the financial services industry, and I need to change it for the clients that I serve and the clients that other advisors serve. And that's what really led to my own exit, which was selling my practice and. And starting next chapter Lifestyle advisors.

Speaker B: It's a really powerful story, Susan, and I do think it comes up so much more often than people want to admit, because it's really hard to feel bad for someone who's sold their company for millions of dollars. Right. That person's not going to probably be open about how they really feel about the transition for themselves. And I think it's that sad. And that's really.

Speaker C: Yeah, that's the problem is there's almost a stigma attached. Your friends are envious of you, and yet you're suffering inside. And maybe it's too scary to admit it, or maybe you haven't really identified what those feelings are. You just know that you're not as at ease as you once were.

Speaker B: Yeah. I saw you speaking on a panel which is, you know, how we met and got connected. I saw you speaking at the Exit Planning Institute, um, for a panel about personal transition and the importance of that work prior to a sale. And that dovetails so, so well with my practice as well, and how we talk about things on this show, which is why I invited you on. I think this is a really important conversation. And the panel discussion you had shared, I think you shared that story. And also there's a really important statistic that the Exit Planning Institute has found in their surveys, I think, pretty consistently over the years. Um, maybe you could share a little bit about that exit result. Exit regret statistic.

Speaker C: Yes. Yes. Actually, it's a survey that Exit Planning Institute started back in 2013, and they redid it to see if there was any change in the numbers. And then there have been other surveys done. They all come up with exactly the same statistic. And that is that 75% of business owners regret exiting within the first year. That's a shockingly big number.

Speaker B: It's a really big number. Let's spend some time on that. I have some theories as to why that might be. You have some theories? Let's unpack it a little bit. What do you think is some of the biggest factors of that, um, statistic?

Speaker C: Right. So we distill those challenges or the reasons for this statistic down into an acronym, which we call the SIPs. SIPs. An easy way to think about it is that the first S stands for social connection. That is losing all those people that you worked with, your team, your suppliers, your customers, and, um, in many cases for business owners, those social connections are all tied to the business, but don't really stand the test of time when they're no longer engaged in the business. And we all know the statistics on loneliness with people over at, uh, retirement age, and this is part of it. So social connection is the size the first Letter of sips I stands for identity. And this is absolutely huge. Um, it means that people no longer have that title that made them either feel so important or that they were looked at as being important. In other words, I had a business owner tell me one day, he said, I've gone from a who's who to a who's he overnight. That loss of identity, that business card that doesn't open doors the way that it used to. And that feeling, perhaps for some people, of tied up in ego, self importance of being the founder, the CEO, the partner or whatever. So I for identity, and then there's P. And that's a big one. Purpose. Everyone needs a reason to wake up in the morning, to get out of bed, to do something that's going to benefit others and themselves. And for a business owner, it's pretty obvious what their purpose is. You know, they've got a bottom line to be concerned about. They have customers or orders they have to fulfill. They have to employ people. So there's multiple purposes that business owners have when they have their company. But when that all goes away, there's kind of a blank. And they really have to then redefine what purpose means for them at that stage of life. And the final S in SIPS is structure. You know, when we're working, our days are punctuated five days, five work days a week, two days, weekend, Monday to Friday, nine to five. And all of a sudden that structure falls away and it leads to some very bad habits with people that don't have structure in their life. Think of it this way. When you actually exit, instead of having a few hours on either side of the workday and a weekend, let's say if you don't work weekends, as many business owners do, that's 21 time slots a week, morning, afternoon and evening, seven days a week. So that structure really needs to be put in place to take the place of what was the informed or imposed structure that you had before. So the sips are the key challenges that business owners experience. And then to add on to that, if someone has been a particularly high achiever, they're probably used to having status, power, industry recognition, a high sense of achievement. All of that again, drops away when someone exits. So those are the major challenges that we see. And, um, I would say identity and purpose are the key ones, although these other ones are not to be overlooked as well.

Speaker B: Yeah, I totally agree. I like the summary that you've outlined, uh, there with that acronym and some of the stories that have been shared with me over the years, um, the community aspect is part of that. You know, the stature and the community. Just a simple example of a company that sponsors the baseball teams and the logo is on the T shirt and especially if it's a family business and that name is on the T shirt. Everybody knows who you are when you walk around. Um, there was a gentleman who was part of a fourth generation bleach, like a, like a consumer product, uh, that you could buy in the supermarket. And they, when they sold the business. He said he was so emotional about it, um, he couldn't walk down that aisle in the grocery store. He just couldn't stomach it. And um, um, it was his story that he shared and he said he was, you know, he admitted that it was, he was in depression. Um, um, it was very hard uh, to go through that transit transition. He probably, if he knew the phrase that you shared about. I went from he to who. I think he felt like that, you know, that would have been his um, case study. Exactly. And you know, I think back to the family business notion. And when that, when your name's on the door, which I think is maybe 20% of companies out there in the private sector, it's a pretty big number. And you know, if your name's on it and then your, your, your company gets sold and everybody thinks that they're, it's. Or if you're the founder, it's their baby. Right. You hear a lot of people talking that way. And so yeah, if you're, if you have a part of your body that's no longer part of you, it just feels empty.

Speaker C: Exactly. And as you say, is their baby.

Speaker B: Yeah, their baby baby.

Speaker C: So then that uh, leads to. You mentioned the word he was depressed or down when he walked through the, the grocery aisles. We actually know that there are five things that happen that are all begin with the letter D. When people exit and don't have a plan and suffer some of these challenges that we've just talked about. Laurie. One is the first D is um, depression or being down somehow. Um, and that often can um, lead to other negative consequences. The second D would be disagreement. Uh, sometimes you know, the new owners or the new managers, leaders of the company, you don't necessarily agree. The outgoing owner doesn't necessarily agree with the way they're doing things. So that can lead to disagreement on the work front, but it can also lead to disagreement at home if spouses are not on the same page. Which leads to the third D, which is divorce. And that happens way too much with couples. And Oftentimes it's catalyst of retirement that is the cause, the underlying cause of them to get divorced. The fourth D is disability. We've all heard of people that retire and then they have a heart attack or they have some kind of major health impact. And then finally, of course, is early onset death. Death is 50. And again, we've heard of people that die within a year or two after they retire. And it's often because of that, those losses, you know, the last loss of purpose, nothing really to live for and the depression and so on. So I don't want to paint a really negative picture here, but these are real challenges and consequences that people face. And we have a theory that, uh, the higher their level of achievement, the harder they fall. So, I mean, if you've lived your life, you know, in a low paying, boring job, uh, you probably can't wait to have that freedom. But if your business or your career has been a major part of your life's journey and your satisfaction, these are real losses that people do experience.

Speaker B: If this podcast is helping you think differently about your business, then you'll love my book, the Business Transition Handbook. It's a practical guide for entrepreneurs who want to build a business business that's scalable, valuable and ready for the future. It's five star rated on Amazon. Grab your copy at, uh, loribarkman Me book or check the show notes for the link. Yeah, I appreciate that we're putting a spotlight on, um, a spotlight on this, Susan, because, um, one of the things I usually talk about is sort of the head, heart and wallet of the business, um, transition, personal transition process. And it's very, not easy, but it's easier to talk about money. Right? That's, that's the wallet part. And maybe how you think about things is sort of the next one. Okay, so, you know, what is this gonna do for me? What's the tax implications, you know, what's the money side of it? Very transactional. And we have advisors who can help us on the understanding the numbers. And we're looking at spreadsheets and then how do I think about it? Okay, well, maybe you can talk to some friends and maybe there's some confidants and maybe you're part of the leadership groups like Vistage or ypo and that, and that's helpful. But then the heart, I think is the hardest part. And I think that's the part that I see people just, you know, they're, they're kicking the can, they're just not talking about it. It almost Feels like taboo. They can't bring it up and then it just gets pushed down aside and I'll figure that out later. Right. And so I think from this part of the conversation, I want to talk about how can, how do you help, um, owners, founders, um, thrive, you know, after the exit, uh, and what differentiates them from folks who struggle with that regret or loss of identity?

Speaker C: Right. I think it first starts with the realization that this bear is planning just like the exit from their business or having a financial plan. And you, uh, know most advisors are trained in a technical discipline. You know, there are financial advisors, they're CPAs, they're, they have a technical focus. And so for them to start to feel that they, they're stepping out of their lane, so to speak, this becomes a challenge for the advisor to actually acknowledge that there's a heart part of it. And some people misname it as the soft stuff. I don't think it's soft at all. I think it's actually pretty concrete, pretty hard stuff. It's just that it gets that bad rap of being sort of soft or fuzzy. But the way that we help people is that we have developed over the years our next chapter game plan process. So this is a five step. It's a repeatable process. We've done it many times and we take people through this. The first step really involves knowing yourself, because when you retire, and I'm sure some of your listeners have experienced that, everyone else has an idea of what you should be doing. You should be volunteering, you should be on my board, you should be babysitting the grandkids. Everyone else has this idea of what you should be doing. But really one size does not fit all. So the first step is to do this assessment called success finder, which really taps into the motivations, the lifestyle priorities at this stage of life, bearing in mind that's very different from perhaps who you were 20 years ago or when you started the business. And then we go into the deeper dive. So this is where my business partner Marianne takes over. She's a real pro at, uh, having people do some introspection of things. Then this emergence of clarity starts to happen. This is when it gets exciting. And then our next chapter, uh, framework for this is called your happiness portfolio. And the happiness portfolio consists of eight areas of life. They're all non financial, although a good number of them do have financial implications. And that's the framework that we use to actually help people look at their lives. Up until we developed the happiness portfolio, there really wasn't A framework. It was just kind of a wishy washy fuzzy area. Well, you should make a plan. But it really didn't have the, uh, areas of it delineated. So the happiness portfolio, playing on the word portfolio. Because we believe just like a financial portfolio, the happiness portfolio should be diversified, that is attention to the eight asset classes and balance, so that it's not all about just one thing. So the happiness portfolio framework is then developed next. And like any good plan, it's no good if it just sits in the bottom shelf. But we want our clients to actually implement their plan. So we do what we call rewirement, check ins, check in with them over a period of three to six months. Course correct if necessary. Some people just need a little push. It's like being a personal trainer. We feel that, you know, we actually get them to dust off that resume and apply for that board seat, sign up for that Spanish course book, that trip, whatever it is that they, that they said they wanted to do. And they built their happiness portfolio. And then that's where the financial advisor and perhaps the other advisors come into play. Because with these eight areas, the financial implications need to be factored in to the financial plan that the advisor does and may often affect the need for capital, the need for income, how they affect the construction of their portfolio. And then that leads to, then a discussion of, well, when there's money left, then what? And that's the estate, uh, planning piece of it. So none of this should really be isolated from the financial plan, which is why we feel it's so important for financial advisors, financial planners, to adopt this methodology so they can truly integrate the client's life plan with their financial plan.

Speaker B: Yeah, I love that. That makes total sense to me. You know, this first part of the conversation, Susan, we've talked a lot about, um, business owners and not kicking the can, you know, addressing some of the personal transition issues before an exit. I didn't ask you if there's an ideal time. I get that question. A. Oh, when should I start working on these things? What do you usually say to that question?

Speaker C: Right, well, in the exit planning world, if they're working with a sepa, then it should start right in the discover gate. But that's a bit foreign terminology for a lot of people. So we break it down into their three, uh, times when it's ideal to do. This one is for people that are real pre planners, you know, they have their every, all their ducks in a row on the personal and financial fronts. So for them starting three years ahead or even five years ahead is not out of the picture. But many people don't plan that far ahead. They can't. They're so busy doing what they're doing, they can't see it. Then we have people that are on the cusp of retirement. So uh, they know that the year end is the, is the date that they're out, whether it's the sale of the company or their roles changing or whatever. So we call that on the cusp of retirement or on the cusp of their next chapter so that they don't wake up on January 1, Monday morning and say, what am I supposed to do today? That there is a plan for that. And the third are people that say, I don't need this, this is ridiculous. I'm just going to go off and be happy and live my life, enjoy my retirement. And then they try that, which is great. And they usually go through what we call the honeymoon period of retirement, which is somewhere between six and 18 months. No alarm clock, no boss, nobody to report, uh, to, no worries. But then they say, okay, I've done the bucket list and I'm kind of bored. Now what? And then for them they come back and say, now it's time to really get serious about a plan. So whether they're pre planners on the cusp or having experimented with it, it's never too late really. And we worked with an 80 year old and he was just so excited to know because he was in good health. So excited to know that he had Runway ahead of him and a real plan to live that best life.

Speaker B: Yeah. That's amazing. Well, in this first part of the conversation, we definitely talked a lot about business owner experience. And I'm going to switch gears. Your background as a financial advisor. If we have our financial advisor audience, I'm going to say yes, this is now for you. We're talking to you because I think there's something interesting in your story that we can share. We haven't talked about it yet. Um, it's a pretty important statistic for financial advisors who anticipate a liquidity event in the future. For business owner clients anticipating value growth and that one day when they sell their business, um, that wonderful liquidity event, those, um, assets under management will grow in your book and your portfolio. As a financial advisor. When you were on stage at the Exit Planning Institute Summit, you had shared a story that was to the contrary. And I was hoping that we could chat a little bit about that. Can you share that story with me?

Speaker C: Sure, sure. That's the Story of Doug, who was a very successful business owner. He had an aerospace parts company and I was his financial advisor for his few million dollars of retirement money. But the rest of his wealth was tied up in the business. And um, I didn't know about this side of planning when I was uh, working with Doug. I wish I had, but what happened was that he uh, worked with another bank. I was with an independent firm. He went to a full service bank firm, banking firm that was helping him sell the company. So during that sale process, I really didn't have much of a role at all. There was nothing much to do on the retirement side and I wasn't involved at all. And in the transaction. Well, what happened was after the sale was done, Doug informed me that he was moving all of his assets to the other bank. So that was the hundred million dollars that was the sale price, which I had secretly hoped that, you know, and planned that was going to come into my portfolio. But instead I lost everything to the other firm. And I realized the wake up call for me at that moment in time was that I had no role to play with Doug beyond just managing his money. And had I talked to Doug about what he was going to do after the company was no longer his baby and helped him make a plan for how life was going to unfold, I would have had a reason to stay engaged. And I dare say he would have looked at the other organization as simply the transaction place, but that the long term relationship that was going to transcend the transaction was going to be with me. And that was a huge wake up call that I would, uh, warn other advisors who are hoping and you know, rubbing their hands together, waiting for the proceeds of the sale, I would say don't count on it because there's competition out there and unless you're adding value to that client's life beyond the money, then it's a vulnerable situation to be in. And I think when a financial advisor takes the time, interest and learns the skills to actually engage in this side of planning, they have a, um, very, very high chance of not only keeping that client for life, but getting referrals from that client who's going to talk to their, in this case Doug's friends to say, wow, you know, Susan really helped me a lot. And I didn't see it coming because I was so focused on running the business and then the sale transaction.

Speaker B: Yeah, it's really about having conversations and having those conversations early and consistently. One of the things that I advocate for is in this prepare phase of getting the personal, financial and the business value growth and transition takes work as well. And so as a value growth and exit advisor, I'm proposing for financial advisors to also be communicating in that area. Uh, and so it's in tandem with what you're saying. There's the personal and financial and then there's the business. And um, I think we're on the same page. I think there's other aspects of preparing that. If financial advisors are not part of the conversation, they're not in the room, they're not part of any transactional conversation. No wonder the statistic is so high. I've seen as high as 80% of um, business owners who with a liquidity event, change financial advisors within one year after the sale. That's a very high statistic.

Speaker C: It happened to me and I see why now. So, um, so that's another part of what we do is actually teaching financial advisors how to have those conversations. Because let's face it, when you're a financial advisor, this has never come into your training, you know, along with all the hardcore stuff you need to do and the licenses that you need this. So a lot of advisors today dismiss it as, oh, well, that's not really my job. And I'm not a therapist, I'm not a coach. But I maintain that the role of the financial advisors is shifting and shifting rapidly because so much of what advisors do today is just simply table stakes. It's not a differentiator. You know, it's not something that you're going to stand out because you have a better, uh, portfolio tool or a better fund or any of that. And with the rapid onslaught of AI, a lot of this sort of, uh, portfolio and planning work is going to be uh, taken over by technology. And so as an advisor, you know, the fees are hefty that advisors charge. Let's say you have a 2 million dollar portfolio, you charge 1%, that's $20,000 a year of revenue taking in. Well, how are you going to showcase the value that you're providing to your client if everything you're doing is becoming commoditized? So this is an important area for the advisor of the future. An advisor that says, you know, I want to walk the talk on being holistic. And I'm, I have a lot of clients in this demographic and I need to do something that's really going to bond them to me and provide value in such a way that they will never question my fees or plan to leave. So this is the next frontier. It's the emerging area. For the advisor of the future is to be able to be able to have the conversation, which doesn't come easily for many advisors, but there is a methodology to it, and that's what we provide is the tools, resources, scripts, and really trained advisors on broadening their scope from the technical side only.

Speaker B: Yeah, absolutely agree 100%. Susan. We've covered a lot of ground today, and I want to take a reflection moment. If there's one thing that you would point to for business owners to help them, uh, have an exit without regret, what would it be?

Speaker C: Well, I think, um, financial freedom certainly gives you choice, but it's not the whole picture. And this personal planning slide is what really leads to living a life of significance that we call the rich life. And also leaving a legacy beyond just the business.

Speaker B: And now reflecting for the financial advisors who are in our audience, what's one thing that you want them to take away from today's conversation?

Speaker C: Um, don't just sit there and coast along thinking that your financial prowess is going to win the day. Roll up your sleeves. Learn about personal planning, learn about the challenges your clients face, and learn what you can do to help them so that they stay loyal to you. Refer their friends and family, and your practice grows and thrives.

Speaker B: Perfect. Perfect. I, uh, love it. Thank you for being here today and I really appreciate our conversation. Thanks for bringing all your insights to the show.

Speaker C: Thanks, Lori. It's been great chatting with you and

Speaker B: so for our audience members, thank you for listening. And as always, you can find us and all the archive of Succession stories on YouTube. Be sure to follow us in your favorite podcast podcast player and we'll see you next time on Succession Stories. Thanks for joining us on Succession Stories. Before we wrap, is your business truly ready? And are you? If you're not sure, that's exactly why I created the succession readiness assessment based on the built method. In just a few minutes, you'll get a clear snapshot of where you stand and what might be holding you back. You'll find the link to the assessment in the show notes btsherpet.com succession.

Speaker C: Okay, I have a business question for you. Where did you get your domain on Wix? It was really easy. Was it actually easy or are you exaggerating? No, really, it took like 90 seconds. I even built a full website. What do you mean? I just used wix. Harmony just told it what I wanted and it built a fully functional website for me in minutes. It also comes with hosting security, privacy protection, everything.

Speaker B: Oh, cool.

Speaker C: Yeah, check it out@wix.com domains.

Speaker D: The Mayo Clinic proceedings that were just published noted something really interesting. The way your skin looks is actually a mirror to your overall wellness. And honestly, it just makes sense. You know, when your skin just stops bouncing back, fine lines stick around and start looking more like wrinkles. It looks a little thinner, a little duller, like something's changed. And here's the part no one really talks about. Most skincare is still working out the surface, hydrating, smoothing, plumping. But it's not really addressing why your skin looks different. That's why I've been so interested in Exosomes. They're one of the newest, most advanced innovations in skin care right now, and they're designed to support your skin so it could look healthier, firmer, and more youthful. The one I keep hearing about is plated skin science. It's actually the number one dermatologist recommended Exosome skincare brand. And here's what's interesting. This isn't positioned like traditional skincare. It's more like a cosmetic treatment in a bottle. It's been clinically shown to improve the look of fine lines, firmness, and overall skin quality for skin that could appear up to twice as youthful. So instead of just layering products on top, you're supporting what's happening underneath. To learn more, visit platedskinscience. Com.