It’s been an amazing ride. I joined RMCM at the very start – 20 years ago! –and my role has evolved quite a bit through the decades. Early on, I helped build both the infrastructure and the client base. That meant setting up systems, opening and trading accounts, and developing relationships. As we’ve grown, I’ve focused more on hiring, mentoring, and portfolio management. And I’m happy to report I’m no longer the unofficial head of office furniture assembly.
I still work directly with clients, currently overseeing and advising on close to $1 billion in assets. Many of those are long-time relationships, including law firms and legacy clients who came with us through the financial crisis. So, while I’ve helped build systems and teams, I’ve also stayed close to the front lines of client service.
When we launched the firm, there were four of us in one room. If I had a question, I just said it out loud and someone across the desk would answer. Now there are 35 of us, and communication has to be more thoughtful and consistent. We’ve built systems to make sure the right people stay in the loop, not just rely on hallway conversations.
From the beginning, our leadership core all had very different backgrounds—myself coming from a lean RIA setup and Chat and Patrick from more hierarchical, siloed environments. But we shared the same energy and belief in building something better. It’s been incredibly fulfilling to bring that to life.
The industry has changed a lot too. We were founded during a time when the speed of information was accelerating, and brokerage costs were falling fast. The upside of starting from scratch was that we weren’t tied to any legacy systems. The challenge was picking the right tools and platforms that could grow with us as both our team and our assets under management expanded. Fortunately, we’ve always embraced change, and that’s made all the difference.
We’ve prioritized technology from the start, not because it’s trendy, but because it helps us do more for our clients with less friction. The more we can automate routine tasks, the more time we free up for real client conversations. Culturally, there’s always been an understanding that for the rest of your life—professionally or otherwise—you’re going to have to learn, un-learn, and re-learn new technologies. We embrace that mindset. It keeps us efficient, adaptable, and a few steps ahead.
Remember when your mom used to write a check at the grocery store? Now you scan, tap, and go. We’ve applied that same evolution here. It hasn’t always been easy—change fatigue is real—but our culture supports growth. Most importantly, our systems let us do more with less. There are firms with half our AUM and twice our headcount. We've invested in technology so we can put our time where it matters: with clients.
Just one? That’s not easy! Over the years, the firm has moved offices three times, rebuilt our entire technology stack, grown headcount tenfold, and expanded from $0 to almost $4 billion in assets under management. I didn’t do all that, but I’ve had the privilege of helping assemble the team that did.
Honestly, the most rewarding part has been watching the people we've hired grow into outstanding portfolio managers and respected voices in the industry. My job was to help bring in talented people and set them up to succeed. They've taken it from there.
To that end, one thing I’m proud of is our retention. Most of our team has stayed and grown with us. People have gone from reconciling bank statements to becoming portfolio managers. Our culture supports that evolution. That kind of continuity says a lot.
When I first started at the company, public speaking made me incredibly uncomfortable, but as we were growing the business, I knew I couldn’t hide behind a spreadsheet forever. “The only way is through,” right? So, I rehearsed a few elevator pitches, stood up straight, and tried not to sound like I was narrating a hostage video. With practice, it got easier, and it’s made me a better communicator and leader along the way.
Outside of work, I tend to find comfort zones and step directly out of them. I once joined my marathon-running friends in Colorado on a backcountry snowboarding trip that involved hiking up an 11,500-foot peak for fresh tracks. I was very out of my oxygen zone. For the past several years, I’ve been training in Brazilian jiu jitsu. I usually roll early in the morning, so by the time I get to work, I’ve already had someone trying to choke me unconscious. It makes a busy inbox feel pretty manageable.
I’ve been involved with Westwood Youth Soccer for years. Youth sports can feel like a high-stakes, high-cost operation these days, but we try to keep things grounded. Our focus is making sure every kid, regardless of ability, has a place to run around and play with friends. Fun comes first, but we also want them to pick up a few things along the way: leadership, teamwork, and the value of working to get better. If we happen to win a few games, we’ll take it.
My wife, two kids, and I aren’t big on sitting still. In the summer, we’re out on the golf course; in the winter, we’re on snowboards; and in between, you’ll find us biking wherever we can. We like to stay in motion. Also, I’m a lifelong Liverpool supporter. So, if you hear someone yelling at the TV early on a Saturday morning, there’s a good chance it’s me.
DISCLOSURE: The commentary provided by an employee of Reynders, McVeigh Capital Management, LLC (“RMCM”) in the Q&A above is subject to change and represents the current, good-faith views of the employee and RMCM at the time of publication. The commentary is educational in nature these views are not intended to forecast future events or guarantee future results.