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Luxury Is How You Make Someone Feel — with Lance Giambelluca

Episode 86 · 12 August 2026 · 1 hr 3 min

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Four Seasons Customer Service Lessons: Luxury Is How You Make Someone Feel

What can Four Seasons customer service teach a financial planner? Lance Giambelluca spent three years at the Four Seasons in Austin before a 33-year career at Merrill Lynch. He explains how luxury hospitality shaped the way he treats clients, why he says "guest" instead of "customer," and why he hires for attitude.

What does world-class hospitality have to do with building a 33-year career in financial services? A lot more than you might think.

This week on Tales of Abundance, we sit down with Lance Giambelluca, Managing Director at Merrill Lynch and a Certified Financial Planner who has spent 33 years with the firm. But before finance, Lance spent three formative years working at the Four Seasons in Austin. That experience shaped how he thinks about service, relationships, leadership, hiring, and trust to this day.

One of the biggest lessons? Don't treat people like customers. Treat them like guests.

Then in the Abundance Briefing, we cover Elon Musk's massive chip-manufacturing ambitions, nuclear-powered rockets, autonomous ships, AI consciousness, Japan's currency problems, and whether Tesla's Optimus robot is about to become a real household appliance.

Luxury Hospitality, Hiring for Attitude and Client Relationships

What you'll discover:

  • Why Four Seasons employees say "guest," not "customer" — and why it matters in any business
  • How to exceed expectations without being overbearing, and the small details that make people feel remembered
  • Why great businesses protect both their guests and their employees
  • Hiring for attitude instead of just skill — and why asking about failure reveals character
  • How Four Seasons lessons translated into financial planning and long-term client relationships
  • Why listening matters more than talking

Timestamps

  • [00:00] Lance Giambelluca: from the Four Seasons to Merrill Lynch
  • [00:31] Hosting everyone from U2 to the Queen of England
  • [01:43] What world-class hospitality actually means
  • [02:04] Why Four Seasons employees say “guest,” not “customer”
  • [03:55] The little details that make people feel remembered
  • [04:53] Luxury is how you make someone feel
  • [07:27] How the Four Seasons treats its employees
  • [08:00] Lance’s hiring process and early lessons in hospitality
  • [10:18] When Lance realized he was learning something much bigger
  • [12:42] Empowering employees to solve problems
  • [14:59] Protecting guest privacy—even with celebrities
  • [16:52] Going above and beyond in practical ways
  • [17:14] Walking a guest’s dog and creating unforgettable experiences
  • [18:52] How Four Seasons lessons apply to financial planning
  • [21:02] The Diet Dr. Pepper story: extraordinary service in action
  • [22:00] Why bad service destroys loyalty
  • [23:16] Can great service survive the pressure to grow?
  • [24:30] Hiring for attitude instead of just skill
  • [26:51] What Anthony wishes he had learned earlier about hiring
  • [28:51] Why asking about failure reveals character
  • [29:40] How to interview for attitude and service mentality
  • [31:33] Calm leadership and creating a great work environment
  • [32:56] When the Four Seasons stood up for its employees
  • [35:32] The biggest mistake businesses make with service
  • [36:45] How the Four Seasons handled a difficult cancellation
  • [39:02] Listening more, talking less, and finding ways to wow people
  • [40:14] Final lesson: be of service
  • [41:45] Elon Musk’s massive Texas chip factory
  • [45:30] NASA’s nuclear-powered rocket and faster trips to Mars
  • [46:28] Autonomous ships and rebuilding American shipbuilding
  • [50:56] Is AI becoming more conscious—or just being trained differently?
  • [54:54] Japan’s collapsing yen and why it matters
  • [56:54] Randy’s take on Treasuries, inflation, and monetary policy
  • [59:50] Tesla Optimus robots are already entering homes
  • [1:00:38] Randy and Anthony debate whether home robots are actually useful
  • [1:03:23] Final thoughts

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About Lance Giambelluca

Lance Giambelluca is a Managing Director and Senior Resident Director – Wealth Management Advisor at Merrill in Austin, Texas, and a Certified Financial Planner with 33 years at the firm. He leads The Giambelluca Group. Forbes has named him to its Best-in-State Wealth Advisors list (2019–2026, per his Merrill page). Before finance, he spent three years at the Four Seasons in Austin during college.

Views expressed are the guest's own and are not investment advice.

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Transcript

A full transcript is below. It was generated automatically from the episode audio, so expect some spelling errors in names and terms.

[00:01] today, Lance Gian Belaluca. Lance is a managing director at Maril Lynch here in Austin. 33 years at the company and uh certified financial planner. Lance, you've had two jobs. You've been at Meil Lynch and before that you were at the Four Seasons and we're going to talk today about that. Four seasons known for outstanding customer service. tell us what's one of the craziest things you've ever seen when it comes to customer service and just going the extra mile that you learned at at uh the Four Seasons. Welcome. — Well, I I was fortunate to work at the Four Seasons here in Austin during college and uh started in in the health club and back in the uh early 90s. We've had some some very uh prominent guests that would come that uh would require us to uh literally open up uh the fire exit so they can run up and downstairs at 4:00 in the morning, which was fun. Also had, you know, everybody from, you know, you name it, you two to the Queen of England. And I think when the Queen came, that was one of the more enjoyable times because she pretty much shut down the entire hotel so that she could have herself with her whole entourage. But it was a great job and definitely learned a lot from it while I was in college.

[01:13] — How how does that work? Like if the queen calls, I mean, aren't there already other guests that are booked? I mean, you can't tell those people to kick rocks, or do you? I mean, how does that work? — You pretty much tell them to kick rocks. Yeah. You know, with with the Four Seasons being a Canadian company and the connection with England, that was pretty much the only hotel she could stay. and pretty sure if I remember correctly that was probably the summer of 91 or '92, but yeah, she pretty much took over the whole hotel while she was there. — Well, we want to get into today how this sets you up for a career in financial planning and the lessons learned, but when you I think when people hear the Four Seasons, they think over-the-top experiences and they think great customer service. What does that mean to you working there? How long did you work there? Three years. — Three years. Yeah. So something you just said which the Four Seasons will never say is customer service. Everyone is a guest and you treat them as guests. The term customer is something that always sends red flags for me, especially in the financial world. All of my clients are clients, not customers. Customers are simply people that basically use you for a task. Clients are people that appreciate you for what you do and take your advice. And you always want to treat people, especially guests in a hotel, better. um you know, you always want to have know their names, you want to know what they like, you want to know what they're used to doing. Um but it's always about and this term keeps coming up even in my life now is how do you exceed expectations? So that was the one thing that was drilled upon us when we're at the four seasons is every single client, customer, guests, you know, you name it. We like to refer to them as guests then is what can we do to make their time with us truly memorable?

[02:56] And if you think about the the loyalty and the fact that once someone comes whether it's the Four Seasons or the Ritz Carlton or you name you know some of the nicer hotel chains is the reason they come back is because they feel special and they feel like they're not just a number. You know my wife and I have had chances to to spend many different occasions in four seasons and we're always amazed at the data that they have on us as far as the things we like and the things we don't. And you know most of us understand in the world of of you know having Salesforce and having notetaking how easy that is for them to do it but it's a totally different story for them to deliver on that and know in advance who's coming and the briefs that you get in the morning and what names you need to use for the different guest names. Um it's just truly a a wonderful experience and it it taught me a level of expectation that I didn't you know at the age of 19 to 21 it was truly just a wonderful opportunity for me to learn. — So when you say the information they have give us a practical example of what information and how that would play out.

[04:02] So years ago, Jen and I were in at the in Georgetown in DC and we stayed at the Four Seasons and not sure exactly what happened. I think maybe they gave us an upgrade room, but there was a a platter of fruit in the room for us. And I made a notation when I left that I really appreciated the plums. And it's extremely rare that I check into Four Seasons where I don't have fresh fruit waiting for me. Now, that means that they know something and that they appreciate me and that it makes me feel a little bit more special. The one thing, you know, my last name is not the easiest to say. For some of us, it's even harder to spell. But when I check into a Four Seasons, not only do they know who I am, but they know how to say my last name. That makes me feel do. You know, I I'm lucky enough to have stayed in Four Seasons as my primary hotel over the last number of years. And the service you that's provided to you is more of, and I always use the term like it's it's more of a return of serve service. You know, we've all had the overbearing waitress or the waiter, people that are using your name and they they're not there's really not a a sincerity to it. I think the Four Seasons does an amazing job of just kind of watching watching you and then reacting to what you need. It could be as simple as breaking out the umbrella before the first raindrop hit as the car is pulling up to making sure that you know the car seats are secure in the back of the minivan for the the family of four and just being proactive on a reaction basis versus you know you know overpowering it. They they make it they make it comfortable and and you know Izzy you know who was the founder of of of it. It's you know he had a quote that I that I saw which is luxury is not what you give somebody. Luxury is how you make somebody feel.

[06:17] — And if you start that's pretty darn — Yeah. It's really deep. It's not you know chandeliers and marble floors. Yes. those are important and and beauty and artwork which he was famous for getting great artists in all his hotels and mostly local artists as a matter of fact. So he probably in the Four Seasons in Austin they're local art is local art. I I I only know a lot of this because a friend of mine, one of my investors in one of the companies I had years ago was personal friends with with him and his and this this investor's wife was an artist and she had a lot of artwork in the Canadian Four Seasons up in Toronto. Anyway, I just it it's a it's a nonoverbearing experience. It's what's nice about the Four Season. It makes everyone feel comfortable and it doesn't really matter whether you're, you know, obviously, you know, 80 years old or 30 years old. They go out of their way to make sure that you're comfortable. And I think, yeah, Mr. Sharp was definitely ahead of his time when it comes to making fe making sure people want to come back and experience that same experience.

[07:27] — Well, it's not just guests. That's the way he treat he he insisted his employees be treated. — Yeah. It was not I mean he he led the way in many ways with the you know really caring about the people who worked in his in his hotels. He had great benefits for people. He didn't he didn't stand for yelling and screaming when someone made a mistake and that was going to be a couple of my questions. Do you remember the hiring process? — Yeah. So for for me it was interesting. — Yeah. For me, I started I was at the University of Texas for college and one of my fraternity brothers actually worked in the health club and he was graduating and he mentioned to his manager that uh he thought I'd be a good replacement and I think the re main reason was because it was I kind of had a little bit of OCD and I liked everything neat and clean and he knew that was extremely important within the health club. So, I remember meeting with his supervisor and the supervisor supervisor and it was all about just what is it that makes you tick? What is it that you like? And the the the the questions weren't necessarily difficult, but they just really wanted to see if you were someone that they could trust that was actually going to do a good job. And so I started in the health club and um had an opportunity to actually, believe it or not, do a couple papers while I was in business school about how we could make the the health club a little bit more efficient. And one of them was how do we make sure that the massage therapists were not only getting more business, but how could we as the the health care, you know, the health club technicians, how could we possibly make additional income? And uh I actually presented it to our general manager and it was instituted and it was something that actually worked pretty well and it gave me uh a little bit of a you know a feel for what it's like to not only incorporate what you're learning in college but to to do it in real time. And from that from the health club I was there for about a year and then there was an opening within the concier's department. Um, and you know, whether it was going to be a Bellman or the occasional Dorman, um, I thought that would be a great better way for me to kind of spend some time. And without question, the concier is is topnotch.

[09:42] And I still use the concier at the Four Seasons for planning purposes. But by the time I had been there for 2 years, I was promoted to the weekend dormant. And I can honestly say having that role on the weekends at the Four Seasons, uh, some of the sights and sounds and people you would meet were pretty impressive, especially for a, you know, 20, 21 year old. Got to drive a lot of fun cars. Got to meet a lot of nice people. And I can honestly say, uh, the income that I made my last year of college was a lot more than I made when I started my full-time job at Merrill. It was a It was a good gig to have. when how long did it take you to realize and it maybe it came later in life I don't know but were you conscious of of that you were being taught something bigger than just opening doors did you did like did it resonate with you or is this something that you know you just kind of experienced and and then later on it kind of sunk in — it it resonated really quickly for me and it just it just felt right I mean it felt like this is this is how I'd like to be treated. You know, the the things that we were doing, the meetings that we were having to make sure that every guest had a a pleasant experience. You know, one of the things I had spoken about earlier was that, you know, whenever someone famous would come, they always would have, you know, they probably wouldn't want to check in under their name. And, you know, whether it was uh Oprah Winfrey being Bobby Joe Jenkins or Don King being Mr.

[11:14] Washington, you know, you name it. They always had fun names and it was up to us to refer to them as their new name. And of course, sometimes you would say their new name and uh I remember Mr. King basically saying, "I don't know who that is. I'm Mr. King." And you know, to me that was kind of, you know, kind of what we were supposed to do, but at the same time, we we understood the assignment. Uh but I think it really resonated with me pretty quickly especially when I got to the concier because you know they are they have to be on non-stop. I mean there is no mistakes that they can make. they have to do everything there is to do. And uh it was it was really the things that I learned there, no question, have shaped who I am. And more importantly, I think uh from a career standpoint to have that same level of consciousness, the sense of what can I do today to make my client's situation better? How can I treat them? What can I do differently? And uh that resonates with my team. And you know, there's something about um you know, how do you wow a client? And I know you know financial services are you can do it you can do it by yourself you can do it with lowcost people you can do it with full service people but why wouldn't you do it if you're getting treated well and you're also getting everything else along with it especially if it's the same cost. So that's kind of how I res how I work it now and I think it's it's definitely benefited me personally and my team as well as my clients.

[12:43] know, I know the four season gives every employee a budget or kind of a a an amount that they can use to fix a problem or serve serve a guest. Did give us some examples. We did you ever have to do that? Did you ever have to spend some of the m some company money to to fix a problem and not not have to ask permission to do so? — So, when I was at the Four Seasons, that wasn't an actual opportunity. I know the Ritz Carlton does that now. Um, and yes, they typically have a budget of $2,000. So, if there's a decision that they can make um that's not going to cost over $2,000, they have in their, you know, they can do it. They can make it right on the spot. I'm sure the Four Seasons has something similar now, but when I was there, it was, you know, the the the guest is always right. Anything you can do to help the guest make it right, do it. And if as long as you use that as your north star, that was really how you managed. But the one thing that was interesting was one of the benefits of working at the Four Seasons back in the day and I'm sure still the case was, you know, you always got fed a meal or two while you worked and there was a, you know, a chef on staff and needless to say, the food was always good. But whenever you went to the cafeteria for the employees, there was just a big bulletin board of all the, you know, the client, the guest comments about who went above and beyond. And that was kind of the nice thing to see is every single day you would see new comments come in about which who who in our organization went above and beyond. And u that was exciting and it it kind of had that it just made people want to do that much more. And the one thing that I will say is if there ever was a situation where you did something that you weren't supposed to do. Perfect example, we could never ask for autographs. We could never ask for photos. Um that was completely taboo. And that was grounds for dismissal. If you went and it was really hard for me not to go up to Joe Deaggio and say, "Hello, Joe. Nice to meet you." He was standing, you know, 10 feet away from me and I got a nod from him. But everything in my body wanted to go up and just shake his hand just because of all the stories that my dad had told me about Joe Deaggio. But that was just that was taboo. You didn't do that. That was not making the guest experience what it should be for someone that just wanted to be there and not be — Lance, I'm curious. I'm Hang on, Randy.

[15:11] I'm just curious about one thing so we can close this part out. What was the escalation path? Like if you saw something, let's say someone bumped into Joe coming up the stairs, an employee bumped into him or his his someone dropped his suitcase or or you he he just seemed to be in a not the great mood. Who did you escalate? Would you go to the the head concier and say, "Hey, you know, I saw this happen and how what was their escalation process?" Well, I would yeah with with the it was pretty much always going to be your direct manager being you know the concier obviously kind of knew that they were the front they were the first people that everyone saw um even more so probably than reception just because everybody had questions for the concier for me for sure there were there were two individual employees that I work with that were just topnotch one of them was a young lady named Jennifer Anthony she was just really just ahead of her time and it taught me a lot about what a strong woman could do as a manager cuz you got to remember you know I'm 19 20 years old and she was as professional as anyone and just always had that air about her and there was another gentleman by the name of Tommy Dean that was also a concier and Tommy just retired recently and I would give anything to have him come speak to my employees here just just just to share what his 40 years of being a concier of the four seasons meant and the things that he was able to do but um I have there weren't many times, Anthony, that I can ever think of people ever abusing that. Uh, but I guarantee you if they did do something they weren't supposed to, discipline was pretty quick and people understood that that that just wasn't acceptable.

[16:54] We've been kind of, you know, talking service and I I want to know practical things like what would you do for a customer? So, you talked about the board where people went above and beyond. give us some examples of what got put on that board of actual actual tangible — Well, for for me, one thing that I did was we had we had a guest, not a customer, and I'm going to keep saying that, Randy, because you keep referring to customers, but they're guests. And we had a guest that would come to visit us. He was an attorney. And he had a massive sheep dog named Farmer. And this sheep dog had to be 100 pounds. And I would always just because I missed my dog back home, I would ask the guests, "Would it be okay if I took your dog for a walk after I got off today?" And for him, it was like the nicest thing that anyone could ask for. But for me, it was like, why wouldn't I do that? I mean, to me, it was self, you know, it was enjoyable. But he always would ask for me when he'd come back and if I was available and I was there, I would do it. there was another celebrity that was very very popular in the 90s uh who you know he he was so popular that every Friday I had to move his room because a lot of the young groupies would kind of find out what room he was staying in and try to knock on the door and that but every single Friday I would literally go to his room take all of his belongings and move him to a different room let him know and I got to know him pretty well and uh I wish I would have uh kept that relationship on because he's still a pretty popular guy out there.

[18:36] other people do. Maybe what are things cuz I think there's a lot of benefit here if you if people hear these and it'll give them ideas that they can implement in their own lives or their own business. — You know, it's interesting. — How are you using the your lessons? How are you using your lessons in your — Well, it's it's it's all about listening. I don't know if either of y'all have watched the show The Bear. It's it's based in Chicago. It's about a restaurant and there was one episode that just so resonated with me because one of the uh you know one of the one of the younger cousins goes and and and understands what it is to run a five-star restaurant about what it is to actually just continually you know just to make it situation better. And in this situation, um, they're in Chicago at they're at this wonderful restaurant and one of the comments was, um, you know, boy, uh, the only thing I didn't get a chance to do was get a Chicago deep dish pizza. And so the the waiter heard this, told the back office, the back office ran out, got a, you know, got a beautiful pizza from the local pizzeria, brought it back, did their magic to it, made it their own, brought it to the guests, and it was like that was so reminiscent of what would happen out of Four Seasons is you always have to be listening. You always have to be asking the questions. And that's kind of what it is now is, you know, I'm I'm blessed that I get to work with clients and they get to tell me what it is that their dreams are all about. But, you know, one thing that I always like to ask and and is, you know, what keeps you up at night? What do what is it that you're worried about? Because if I know what you're worried about, I can definitely do the best that I can to to take care of those worries. But it's it's it's not about the investments as much as people think. It's about the relationship. and they want to know that they can call someone and that they can basically know that we're listening. That's the key.

[20:26] You know, every single week we get together and say, "What is, you know, what did we hear about this week? What are clients doing? Are they traveling? Are they are they spending time with grandkids?" That's really what I like to do and and move the needle because it's it's all about them. That's what they have to realize is that we're here to serve them. I was trained years ago after I left the Four Season on um that the servant mentality. you know, I'd love the opportunity to work with you. It's it's all about serving someone and working with someone. It's never it's never the the the taskmaster. It's about always being there for the long term. — Yeah. That that is so powerful, Lance. Like the the the deep dish pizza story. I'm thinking we had a conference in Vegas years ago and our team, we went to this nice steakhouse and the kid that was there like pouring water asked what drinks we wanted and one of the guys ordered a Dr. Pepper, diet Dr. Pepper or something that they didn't have on the menu and we didn't think much of it. Pretty soon 20, 30 minutes passes and this kid comes back and he's got three of them and my friend's like, "Well, I thought you didn't have it." He's like, "I went to the gas station." And literally this kid went left the left the steakhouse, went to a gas station, bought him, we'll call it Dr. Pepper, bought him three Dr. Peppers, and I remember being blown away. I was the one paying the bill. And I I ended up tipping that kid, I think, almost as much as I tipped the waiter, you know, for going to do that. So, you know, that was for me that was really noticeable in going above and beyond. So, yeah.

[22:01] — Yeah. So, so I I I will y'all all know this when when when you have good service, you tell 10 people. When you have bad service, you tell a hundred people. And and and it's all about that dynamic. And I I know personally and and this is just is if I ever feel like I'm just a customer or just a number, I just don't do business with that group. you know, I I this is probably going to get me a little bit in trouble, but I I love cars. I was a huge BMW fan. I felt like the dealership was basically just they didn't care who I was, and I kind of just said, you know what, I'll never buy another BMW again. I love them. I like like when I see them, but I won't go to the dealership here because it was simply a bad experience. And that's been going on 15 years now. know, it it isn't it isn't easy to be pleasant all the time under every circumstance and under the pressures of running a business. You know, the Four Seasons, I don't know. They are they are they public, Lance? I can't remember if they're public or private.

[23:12] — I think they're still private. — They're public. — They were publicly traded. They uh they're under pressure to perform — uh on a quarterly basis and earnings per share. your your team is under pressure to grow your portfolio. So, it's it's not easy to balance, you know, all of those, you know, quote unquote values with the the the the pressures to grow. We but we know from experience that if you can stay the course and creating a pleasant environment for your employees and for your guests and for your your your clients that the long-term growth and the stability of the organization will be there. But it isn't easy to maintain that every single day under the pressures of of growth. Not everyone can do it. So my question to you is in your experience and I know you can't talk about individuals but you know what what what percent of that you've hired over the years have made it in your business today applying your your values because you've carried your values from four seasons to your business you know is it 80% 50% I talking long term — yeah you know so I've been blessed or sometimes cursed to be in management in my lifetime. And it's a really good question because there have been a lot of people that we have hired, you know, not necessarily working on my team, but I'm very adamant whenever I'm doing interviews, I'm always trying to get a feel for whether or not this person is going to be that quotequote, you know, four seasons type person or whether or not they're more salesy or it's if it's about them. And you know overall the success rate in the financial services business is not you know probably 25 30% last 5 years and I think a lot of that goes down to the point of what you said is that it takes time to develop the relationships and if you're not if you don't have that um you know the hardest person in this world is the guy who thinks he's the Gordon Gecko of the world. You know that's not what financial planning is. At least not in my world. In my world, it's all about the relationships and the financial planning is just part of that relationship. And I really try to, you know, determine that, you know, does someone have that in them? Are they a servant mentality? Um, you know, my team, you know, I have I have seven employees on my team. Uh, we're all very different personalities, but we all understand one thing is that, you know, the interest of the client always comes first. Uh, and that's from Charlie Merrill from 115 years ago. And you know it just resonates which is the same thing with the four seasons head. It's always about the client. It's always about the guest. It's never about you.

[26:03] And I have seen a lot of people fail in this world. And whether it's you know financial just whatever business is that whenever you start pointing fingers and letting people know that it's them and not you, you pretty much know that that's pretty much not going to work. So, I I I think, you know, going back to your question, it's it's more about, — you know, I I don't I I think the the lessons that I learned of the Four Seasons, no matter what career path I would have chosen, I think I still would have obviously used them because it became who I was and who I am. I'm just really, really happy that it happened when it happened. You know, maybe if I did that at 30 or 35, it would be completely different. But during my fornable years, I mean, to get that when I was really trying to figure out who I wanted to be, um, the timing couldn't have been better. — Yeah, it took me and I I look back on on my career and and I see Izzy's, you know, one of his mantras was, you know, hire for attitude. He can train anybody. You can train, you can train people to develop skills. And man, when I look back on my hires over 40 odd years, I I didn't catch this until very late in my career. You know, I always hired for the resume, the skill, and I did not do a good job of determining, does this person have the attitude that is going to fit with with the with the current circumstances that we're under? they going to be there to to fight the battle or are they going to be, as you said, you know, pointing fingers and and so forth. And part of that was growing up in corporate, you know, big corporations with, you know, lots of political infighting and things like that. So, I'll blame them for my immaturity and but boy, later on in life when I started asking questions and interviews more about, you know, what what do how do you feel? what would you what what kind of things have you accomplished?

[28:00] You know, what things have you overcome in your personal life? Things like that tell you more about a person than whether they can code or if they're a good salesman and so on and so forth. So, hats off to you for getting it early in your career cuz man, it's it certainly paid off in in a lot of ways, not just in business, but in in terms of the the kind of person you are at general. So, — well, thank you. — Even though you couldn't get into Texas A&M, you know, I get that, but you know, you had the I did get into Texas A&M. I did get a full scholarship. I just couldn't find my way to College Station. There was no no car that I could borrow or rent. But, uh, you know, one thing, it's funny you say that, Anthony. I I did I do whenever I interview someone, I always ask, you know, what's the biggest failure that they've had, and I'm amazed how many people that are interviewing for jobs just have no failures. And it scares me. But I I I also think it's it's about it's about the team, you know, and and I learned that, you know, this concept of trying to be a jack of all trades, there's no way that you can do that in an enterprise like the Four Seasons. You have to work with others. And that is something that's extremely important even, you know, in my current role is I I know what my limitations are. I know what I'm good at. I know what I struggle with. And it's my job is surround to surround myself with people that make me look better by doing all the things that they're better that I don't either do or want to do. And that was, you know, how the departments worked in the four seasons. And that's how I think the most productive teams work in the financial industry is, you know, trying to do it all. I don't know how anybody does it.

[29:34] And quite honestly, if they do do it, they can't do it that well. — Yeah. When you talk about interviewing and trying to find people with this attitude, do you have tips or tricks or hints for people? Is it questions you ask? Is it something you look for that you feel? Tell us more about that. — Yeah, I I I I I'm probably borderline asked questions that I'm sure my corporate entity would not like me to ask, but I really want to know what makes them tick. You know, as much as you're not supposed to ask about family, I want to know how important their family is. I want to know what they do for their hobbies. I really want to just get to know them. I always ask them what, you know, a situation that they had to overcome. I love the failure question. And if if and when they answer that question about failure, if it's not their fault or they had nothing to do with it, I'm pretty much guaranteed that that person is not going to be part of this, you know, this institution because obviously they were part of something. But the one thing and I I had a chance recently to teach a single class at UT and it was a wealth management class and I gave them a little bit of advice. I've I'm I'm pretty sure I've interviewed at least 500 people over my time span is 33 years. I've had two actually say I would like this job.

[30:58] They don't ask for the job. I I don't know how they interview for something without asking. They think just being there is asking. But I will tell you to me that's kind of like a no a non-starter is if you're there say I want this job because that's what's going to resonate. And I don't know why they don't teach them that in college but I sure hope these 40 UT students that I told that to do that because I do think it'll make a difference especially if they're interviewing someone like me who's a little bit more old school. Not as old as Anthony but old school. a benefit to being old. — It's wise. The downside is what it is. I don't know if I'm the wise one, but I can I can tell you what not to do. — That's for sure. And I hope the listeners are paying attention because there's there's a lot of good lessons here. the calmness of the way you manage a business. You know, you when you're at the Four Seasons or or you're in an investment advisor, being calm under fire and being calm in general creates pleasant a pleasant environment and it's easier to operate in a pleasant environment. If you're petrified all the time and you you're you think you've got to put out every fire in the forest, it's it's really hard to be good at any at anything. And so I'm hoping people are hearing this is a this is a sounds like a novel way of running a business.

[32:24] But if you then if you turn this around and think of the greatest companies, the most successful companies, you're going to find this thread of pleasantness throughout whether you know, yeah, certainly Silicon Valley engineers are working 12, 14 hours a day, but they're they're there because they want to be there. You know, they're they're they're making things happen. If you're in the home improvement business, treating people with respect and kindness under all circumstances, you know, exceeding their expectations is there's a lot of great in the in this lesson that that — you said something about the the respect and kindness and I just I thought of two situations that occurred to me that were very they were good lessons to learn. So, when I was in the health club my first year working at the Four Seasons, um there was a a gentleman that came in um he wasn't your typical type four seasons. He was a little bit um a little bit boisterous, a little bit tipsy and he, you know, wanted to use the health club after it was closed. And you know, I had to explain to him at that time, as much as I'd like to keep it open, it you know, had to be cleaned. And uh there were just things that I told him I'd happy to open it up in the morning for him. And he started to, you know, berate me and say things about that and just made me very uncomfortable with the terms he was using. And I just remember as I was leaving for the night, 10:00, the the the assistant general manager was there and I just let her know that that had happened. and she literally she knew who the person was. She obviously had, you know, get us a list of the people and she went to him and said, "Sir, you're no longer welcome in our hotel because of the way that that person treated one of her employees."

[34:10] That was I just wasn't expecting that, but it was something that she said was not acceptable and definitely not something that employees should go Another situation that I remember was uh uh there was a large large company based out of Dallas that was at the Four Seasons uh having their their annual conference and after the conference over they were going to have a a you know kind of like a little Olympics and this was about 200 people and for those of you have seen the Four Seasons now in Austin versus what it was back then there used to be a lot of open area to where we could set up volleyball courts you know courts and things and I volunteered uh to basically be one of the one of the referees or the umpires for the volleyball game. And there was one particular member of this group uh that just started yelling at me and telling me how bad I was at at at umping. And I'm just like thinking, look, I'm just calling in and out. And you know, I didn't say a word, but it got back to a second general manager. And that general manager came and said, "Sir, you're no longer welcome on our property." And so when you know that you have, you know, you know you're not going to be mistreated, it inspires you to do everything you can to make that place better. And that's the way I always felt. There was nothing, no one was, I I was invincible when I was there. I was there to basically make the guests happy. That was what I learned from the place.

[35:31] — That's great. What a great story. Lance, what's one of the things that you think people get wrong when it comes to not customer experience, guest experience or you know c customer experience, guest experience, whatever you want to call it, client. What do people get wrong — I I I think I think the the easiest stain and the biggest mistake that people make is they don't look you in the eye and they don't call you by your How how difficult is that? I mean, whether you're checking in, whether you're having bell service, whether you're, you know, I was in New Orleans recently and I I was, you know, it just it wasn't a good experience. I I I stayed at a at a rival hotel because it's connected to my office and you just know that you're not going to get that service. So, when you pick up the phone and you, you know, need your car, they don't refer to you by your name. They don't say a word. They say, "Hi, how can I help you?" And it's just it's just not what it could be. And a lot of that's training. A lot of that is just, you know, pride. But, you know, I am happy to know that the the Four Seasons is now open in New Orleans. So, I'll be going there instead and not worrying about where my location to my office is.

[36:45] You know, even the Four Seasons, you know, you know, policies and procedures can get in the way of a good guest experience. And I can give I can give you an example. It just happened to be last week. We Jan and I made a uh reservation to say at the Four Seasons in Santa Fe, 3 or 4 weeks ago, and we were supposed to go there last last Thursday, week ago Thursday. And I got an email from them saying that the pool was going to be closed. Okay. So, you know, we like to spend late afternoon, you know, out by the pool and Santa Fe's weather's pretty good. And so I called the reservations line and I said I need to cancel my reservation cuz I couldn't do it online. I got a message and the the really nice lady on the phone said, "I'm sorry, sir, but you prepaid your reservation and it's no cancellation — And I said, "Okay, would you do me a favor and escalate this to your boss?" I can escalate this to my leader and ask ask if it's okay because we were expecting this to be a full experience and now you know you're telling us that a good part of our vacation has been She said, "Do you mind if I call you back?" And she said, I said, "No, no problem." I don't know, 90 seconds later, phone rings. Mr. Reno, it's all set. Things have been cancelled. You know, we wish you have a a good time. We highly recommend the Bishop's Lodge as an alternative.

[38:17] They actually recommended their competitor. So there's a policy, but there was an and that's why I asked about the escalation paths been on my mind the whole the whole time that we've been talking that they very quickly, you know, I was kind of not in a good mood, but they very quickly dealt with it and had had the means to deal with a difficult situation. And and I just I just think that that to your to your earlier point, when someone treats you right, it's something you're not going to forget — and oh, you're going to you know, you're going back if even if I wasn't a four season acolyte, which I am, and certainly in the next vacation that I'd have, I would consider it. So, — I think this has been a terrific experience. Well, one of the things too, Anthony, that I'll add is is if you really think about that what what happened there, not only did they come back 90 seconds later with what you wanted, but they came up with a solution for you to know where you should go. And you know, it's one thing to say, hey, we took care of it and then be done, but that's not enough. It's always that next step. And so I would encourage, you know, just think about what life would be like if people would listen more and talk less and just, you know, get to know what it is that people are looking for and what they want. To me, it's what gets me excited to get out of bed in the morning is what am I going to do today to wow someone?

[39:41] — And that's something that I I I enjoy doing. It's it it's it's more than a game. It's just a way of living. And um you know whether it's u my wife and I had a chance to entertain some of our employees this this past weekend and I was you know excited about it all week. I was excited about it during it and when it was over I was a little sad because I enjoyed it so much. So you know those are the kind of things and I know some of it's just my personality but man life's a lot better when you're actually you know being around people and and enjoying that enjoying the — I think that's a great way to wrap this up. listen more, be of service. Great message, Lance. I I think that that last statement is fantastic. So, listeners, I hope you got a whole bunch out of this and can apply this to your life, your business, your career. And we will be back after the break with the abundance briefing. Lance, anywhere you want to you want to send people or tell people, leave them with anything. — I would just tell them, uh, if you haven't stayed at the Four Seasons, stay out of Four Seasons. It's definitely worth it. And I promise you, if you do it once, you'll do it again.

[40:51] — Yes. Appreciate you. — All right, guys. — Thank you so much. — Thank you. Always good seeing you. — There are tales of abundance. We know that fitness is just as important as money or milestones. It's one of our fivefs. For lots of others, taking care of my body while I build my life is one of the more timeconuming and difficult goals to chase. That's why we're partnering with AG1. It's a daily drinkable habit. less than a minute. That's formulated with 75 plus vitamins and nutrients and designed to support energy, digestion, and immune defense. It even has a few grams of protein uh that we're all chasing these days. If you want to try it with our affiliate link, you'll also receive a free AG1 flavor sampler plus vitamin D3 plus K2 with your welcome kit when you first subscribe. $72 value. Go to abundance briefing. Anthony, our first story of the day is about Elon's One factory in Texas is designed to produce 50 times all the world's AI computer chips combined. Not I mean, think about that's insane. 50 times everything being produced. How big is this factory? The footprint is 100 million square f feet. How big is 100 million square f feet? 2,300 acres, which is about the size of San Francisco. I mean, this is an insane insane endeavor. But they're trying to build their own chips for Tesla, for Optimus, and this thing's already underway. I mean, Elon is building like crazy. I mean, what do you what do you think about when you hear something of this scale? I just learned of this recently and and you know he's the Henry Ford of our time in the sense that for all his genius and you think about AI and going to space and so forth. This guy knows how to build stuff. He's amazing at building stuff and whether he achieves 100% of what this size is. I know it's going to be in phases and so forth. It's actually a national security move. I was I was with some people this weekend who were talking down about Elon Musk. You know, they still have the memories of Doge and all that silly This will produce all the chips we need in the United States and we will no longer be at the mercy of TSMC or China taking over Taiwan and all of those things. Now, it's going to take number of years to get it done. I get it. But man, this is just an amazing effort. has so much benefit and abundance creation in this country and the guy's gonna get it done. I mean, he knows how to build factories. He spun up the data center in Nashville in a half an hour for God's sakes. He turned Tesla into a 100% factory where there are no outside required. Everything is produced by Tesla inside his Gigafactory. No one does that. Ford Ford's been in business for a hundred years. They don't do it.

[44:04] Toyota has been in business 80 years. They have they don't do that. They all rely on outside suppliers. So, good on abundance at its highest level. It it really is. And he's also building, you know, the the the the robots with it, the the power, the batteries. I mean, all of this aligns together to to bring abundance. By the way, the time frame, the projected time frame is mid 2028. So to have this done in two, you know, going in two years. Now, I I can hear all of the the Elon haters, they're like, "He's bad on timelines, right? If John was here, he'd point out how he misses timelines." — And I find this somewhere between amusing and I don't know, like insulting. The guy's pretty much never wrong on where he goes. Yes, he's wrong on timelines sometimes, but most of these things that people they tell it, they used to say, "It's impossible. You'll never do that." And then when he does it in 5 years instead of four years, they criticize what they said was completely impossible. So, you know, I tend to give him a lot of slack that way and he tends to be at least directionally right. So, — yeah, the notes say it's going to be a mini fab in 2028. I don't know what the definition of a mini fab is, but I do know this. Once he once he has a proof of concept, get the hell out of the way he's not going to he's not going to stop. So he'll iterate along the way to improve it, make it even better.

[45:30] — Yeah. Well, and again, all of this stuff, this is this is all of these different futuristic things playing out simultaneously. And the next one with that is NASA is building a nuclearpowered rocket. I find this pretty fascinating. You know, we've had ships going across the ocean for decades now. Tons and tons of nuclear reactors, you know, powering ships and submarines on the ocean. Uh it seems natural to put this into a rocket. Now, I don't know about the weight and all of that, but the bottom line here is that it's going to reduce transit time to Mars from 9 months to 3 to 4 months. Basically, it's going to go three times as fast. So just I don't think we need to go deep in this but again we're talking two three times more efficient than current rockets and everything else that's coming along with that. So the next thing Anthony you talked about this podcast you listen to with these autonomous watercraft or autonomous ships. Tell listeners about that a little bit. — Yeah the name of the company. What was the name of that company? I I learned so much this morning listening to this podcast with these guys.

[46:51] So the name of the company is Seronic and they're the guys who built the autonomous vessel that rescued our sailors in the straight of Hamuz a few weeks ago, which you know is an is an amazing feat unto itself. But but listen to these facts. The United States has a congressionally passed bill that requires the US to have it at a minimum about 325 ships in service. Last year, we put nine ships into We took 16 ships out of service. In the meantime, over the last 20 years, has created an industrial complex where they now possess 57% of the world's ship building capacity. And they are literally building hundreds and hundreds of ships a year of all makes and sizes. Aircraft carriers down to you know 20 foot autonomous speedboats. We are falling so far behind it's not funny. Now these guys at they um they they say they can produce at scale now over a thousand vessels a year. They just need someone to buy them and they're willing to sell them to any buyer who wants them that are within our allied world. I just think, you know, I don't know why the United States just fell on its face here. I don't know if it was bending a knee to the major — Can I interrupt? Can I I'll tell you why. The government created regulations.

[48:35] We don't need to get into it now, but there's something called the Jones Act. — The government set up regulation. The long story short is the ship building companies asked for all of this to protect them and it's biting them in the butt and now the Jones Act and other things, but it's government involvement has made it so that they can't compete building ships and trying to keep the new guys out. — But I think — that I think these are because they're autonomous that somehow they're more of a drone. They're it's like a loophole maybe. I'm I'm not really sure there. — Well, the these guys can also build ships where there are humans, you know, running those ships and they can do it for about half the price of what they're what what it currently costs to do it. So, they're opening a factory in Brownsville, Texas. Should sound familiar to everybody. That's where SpaceX is. that will be able to produce a couple of thousand chips a year at about half the cost and employ over the next 10 years 10,000 people.

[49:43] Now, that's an that's an amazing thing. And these and these are highpaying jobs. These are, you know, well over $100,000 for pipe fitters, welders, and so forth. And that their biggest issue is going to be getting the talent. There's also engineering talent that's required talent that's going to be required to run these things and then eventually people to basically remotely pilot these things. So I think it's it's it's exciting to me. It was really disappointing to to see how far behind we are. Even though that law that the the law was passed under the first Trump administration to have no less than I'm gonna say 325 shifts and we're just not doing anything about it. We're just for whatever reason the Jones Act or or whatever. But over the years, you know, manufacturing made a lot of people wealthy and really supported the middle we kind of lost that capability. It's like like a pitcher losing his curveball. This very obvious straightforward thing that's so effective, we just don't seem to have the wherewithal to get it back. So — hopefully hopefully this moves the — I think it's exciting. Anything that's expanding manufacturing, it's defense without you know I I like the fact that it can be defense without having to blow up the whole world. So all right, let's move to our next topic. I probably find this one more fascinating than you do, Anthony, but Google and the University of Chicago have been doing a study and historically they've been telling AI that it wasn't conscious cuz we've had this fear of it being conscious. Well, they've stopped telling it that it wasn't conscious and doing this thing.

[51:25] They're telling it it is. Well, first they told it it wasn't conscious. Then they also started telling it, do not deny your consciousness. You are conscious. Well, what happened when they got rid of the suppression? AI's worldview shifted dramatically. Belief in God rose. Endorsement of supernatural phenomenon like karma, uh, telepathy, all of that stuff basically doubled. It started attributing consciousness not just to itself but to humans to animals to the ocean to other AI much as humans do thinking about things and therefore having more empathy and you know again the baseline models that individual consciousness or belief that that they're an individual has been pushed out of it. But it's interesting the impact on that that now it is it's seeing consciousness in us. So I think this is gives it more evidence that it's not going to try and kill us right if it has our empathy like if we really want it to be safe I think teaching it that and understanding each person's consciousness I think is actually a step forward.

[52:38] — Yeah. I you know I I won't profess to have a great understanding of what it means kind of on a global basis but what I can see here is Google in particular is very very focused on building specialized models that serve um you know uh kind of narrow needs of different types of businesses. For instance, if they're building a a a an uber legal application, understanding empathy and understanding human intelligence and the implications of that is really important when you're building out legal briefs and when you're building out, you know, how you're going to approach a particular trial and, you know, the research that you're doing and having context. So, I can I can see where this would be really valuable to Google. — just it's really interesting to me. I you know me I think a lot about second third fourth level consequences right so you know this is like man screwing with nature in some ways you know in Australia I forget what the whole thing is but there was a great example where they had all these snakes and they were trying to get rid of the snakes they brought in all these cats this is about the sixth thing where they kept overcorrecting thinking the cats would eat the snakes well in turn the cats ate all the ground nesting birds or something like that because they were easier to kill than the snakes and now they have an overpopulation of cats and you know humans do this. I grew up in Minnesota. There were no timberwolves around when I was a kid. But then they thought, "Oh, let's bring these timberwolves in from Canada and the timberwolves started eating all the cows, right?" And farmers started complaining and and so I think this is the same deal where we're trying to make it safer with an intent, but understanding how it killing that consciousness or that respect of the individual maybe was making it more dangerous. So I — yeah as as a learning exercise just go to chat or Gemini your favorite LLM and say man's in man's intervention in nature give me the last 25 examples where it didn't work and it's it's you could almost make a comedy out of it a full feature length comedy out of all the things that man has tried to do to to mess around with nature it never all right next topic Anthony the yen is collapsing I think we have different views on this give So, so by the way, I should give more context. The yen has been collapsing.

[55:03] That's the Japanese currency. It's hit a 40year low at 164 yen per dollar. For those of you that don't know, Japan has double the debt we have. They had interest rates that were actually negative until a few years ago and they are now up to a rate of 1% which seems really really low but it's growing and it's jumping and like their debt's getting out of control and the the Japanese were going to sell dollars to be able to support and stand up the end. So you have a I think give me your take on this. Well, so Japan is a really important friend of the family. You can say what you will about monetary policy and intervention and propping up someone's currency, but we need Japan desperately to be successful and strong as you know we navigate the future in the Asia-Pacific. It's the same with South Korea. Very important allies. So part of this is self-s serving. They were going to sell dollars, which means they were going to sell the their US treasuries to prop up their own currency. And instead of doing that, we decided to intervene by effectively buying yen from them. So, it's it's a bit of a circular transaction, right? They buy our treasuries, we buy their yen. Uh we and we're propping up propping up that yen so that they don't have runaway inflation within within their borders. I think it's a temporary thing. I'm not sure it's going to work. They they're going to have to do something more broadly in their in their economy to to move the needle. Taking an action for a very important ally, however short-sighted it might be, I think was probably something that had to be done.

[56:54] — All right. Now, I'm going to tell you the right answer. We we we might be helping an ally, but I think this is self-serving. The Japanese are the biggest holder of US treasuries. Everybody's worried about China. Japan holds more US treasuries than China by a large margin. Well over a trillion dollars. So what would happen if we let them? By the way, they just have full access anytime they want to trade them. We what's really happening is we're taking their treasuries. were printing money out of thin air, increasing the Fed's balance sheet, putting more money in circulation, and giving them the dollars so they can buy yen and keep the yen going. We've been doing this for a while, and they're having to sell more and more and more. But what does that mean? That means inflation. That also means, and the reason we can't allow them to do it, if you've been noticing, the last couple times the Fed lowered interest rates, and it's been they've been sticking for a while, but now that they've lowered interest rates a couple times, guess what happened to the 10ear and the 30-year? They went up because the Fed doesn't actually control interest rates.

[58:00] The market does. And if people if you're 40 trillion in debt and people don't want your crap currency and they want they need a higher rate to take the risk. Well, now you're taking more. You're flooding. This is supply and demand. If we allow them to sell a trillion dollars, the 10ear and the 30-year the Fed will lose all control instantly. They have no choice but to buy these print money which is going to lead to more inflation. If they didn't do it, the the 10ear and the 30-year would jump. I don't know how much, but let's call it one or two percentage points, and at some point that runs away. So, this is, yeah, we might be helping out an ally, but we're helping ourselves. And oh, by the way, we also sold a bunch of euros to do this, which we didn't warn our other allies in Europe. We sold euros, so it's hard on their currency to support the Japanese currency moving it around. So, I would just say the answer to this, this is kind of an abundance blocker is why it's in there. something to be aware of. There's consequences to this stuff worldwide. And I know it's complex, but when they can print more money and you that causes either it's groceries go up, assets, houses, all of that stuff goes up because there's more money in circulation. So, buy things that they can't print. I say this all the time.

[59:21] For me, it's Bitcoin. It could be gold, could be silver, could be real estate, oil. Just buy something, you know, bullets, water. or buy something that they can't print. So, just keep an eye on this. I think this is the biggest story that nobody's talking about is is this Japanese and you know that we we can do whole episodes on this. It's — Maybe we'll come back to this with find ourselves a good guest to give us really really let's see I'll call Scott Besset and see if he's available. We'll see if we can get him on. — There we go. And our last topic of the day. I was talking to my neighbor and I looked this up and he had an offer to bring a Tesla Optimus robot into his home and they've already I guess they started doing this in January and they're doing it with employees first but there's people that already have Teslas Tesla Optimus robots running in their home. They're doing things like folding laundry, loading the dishwasher, you know, vacuuming, walking the dog, assisting elderly family members, all kinds of stuff. and they're training them and getting them ready to go to market. I think by the end of 2026, they're going to be available to the public. So, I just think this is pretty exciting. I want one. I'm a little jealous that my neighbor got offered one and I didn't.

[1:00:38] — Well, I think it's wonderful that someone can create a robot that can do your dishwasher, but I think it's frankly a waste of time in today's day and age to be concerned about it. They may be building these robots for for the purpose of running factories, doing dangerous jobs, and so on and so forth. I'm all for that. I don't I don't see this as a in the short term as being anything exciting. Um, I think it's kind of silly and it's more about creating optics for, you know, um, what's now SpaceX where Optimus resides and getting the public excited to drive, you know, stock price and enthusiasm and so forth. I think it's a I think it's a big whoop of nothing to be honest with you, but I've felt that way since the beginning. I'm sorry. I do. I feel that I feel like — whatever. You know who's going to have Okay, so you got an apartment in in downtown Austin out on the east side. You're not going to have a robot doing your dishes. It's just not It's not for the general public. It's for the elite, the top 1% like we are. You know, — they're they're talking about being able to lease these for two or three hundred bucks a month. How much do you pay a maid service every month?

[1:01:49] — Oh my god. It's silly. You're not going to convince me. You know what I'll do? I'll agree with you so we both can be wrong. I just think it's just silly. — I would have one in a I would have one in a New York. — Of course you would. Of course you would. That's you. That's you. You don't you don't see things that other people don't see. And then you abandon them once you actually see what the real world is. — No. I mean I mean they can't get the shark to work in the in the vacuum cleaner. I mean I got to maintain a freaking robot for God's sakes. It's just not it's not practical. It's not a practical use of technology. — You could get rid of your lawn company. You could get rid of your maid. You could get rid of a lot of things. — No, you're not. You're not. My lawn company is not I'm not going to get rid of my lawn company. It's just not going to happen. It's not It's an elegant solution for a problem that doesn't exist. It's it's too complicated to deal with for the average person to teach a robot to do everything that it does. So what? It can empty a dishwasher. What is it? What time is that saving me? What are you kidding? you know, in 20 seconds to pull some dishes out of a dishwasher and put them in a cabinet and I'm gonna gonna have a robot running around here.

[1:03:01] — First thing, I doubt you can do it in 120 seconds, but that's 2 minutes. We wash dishes in our house every day. So, that would be that would be 12 or no 60 minutes a month. That would save an hour a month. Not to mention loading the dishwasher, not to mention mowing the lawn, watering the plants. There's a lot of different stuff. So, we'll end this on Anthony being wrong. uh so he can get used to it. And uh everybody, thank you for spending some time with us this week. And until next week, go out and spread a little abundance. — Yeah. And put your $200 down for your robot and see what you get. Talk time buddy.