1. Family Owned/Closely Held Business A Collaborative Approach To Business Development Transforming the way companies build wealth

2. Presentation Objectives To communicate how Mass Mutual and CUSTOMatrix have collaborated on business development in San Diego To identify the obstacles you have experienced with Family Owned/Closely Held business To provide Communication tools to facilitate deepening the conversation To initiate a business development collaboration with Mass Mutual in Portland

3. Agenda ● Benefits for Financial Advisors ● Obstacles you have encountered with Family Owned/Closely Held Business ● CUSTOMatrix: Who We Are ● Case studies ● A tool for deepening the conversation:

4. Benefits of Collaboration Mass Mutual Financial Advisors will enhance their ability to become trusted advisors and remain relevant with family owned and other closely held businesses when family, partnership or business issues create obstacles to purchasing the financial instruments they require to fund their exit from the business, buy-sell agreements and key employee retention vehicles.

5. CUSTOMadvisory is a minority member of the broker/dealer MMLISI Financial Alliances, LLC (“MMLISI FA”). MMLISI FA is a broker/dealer registered with the Securities and Exchange Commission (SEC) and is a member of the Financial Industry Regulatory Authority (FINRA). MMLISI FA is also a licensed insurance agency and a federally registered investment adviser.

6. Background: How we have worked with Mass Mutual San Diego ● 2.5 year relationship ● Mutual referrals and development of family owned/closely held business ● Over $12 million of coverage put in force ○ $370,000 LADL premium ● Referrals of CUSTOMatrix members for individual policies ● Marketing Leadership

7. Obstacles You Have Encountered

8. Who We Are Transforming the way companies build wealth

9. Purpose To build healthy, growing and resilient businesses that deliver successful futures. Vision To transform the way companies build wealth

10. Provide personalized solutions, grounded in a keen understanding of finance, that foster courageous leaders, engaged employees and resilient businesses. What We Do

11. Grow Your Business Develop Your Team Optimize Technology Sell Your Business Personalized Solutions

13. Business/Financial Model MarketModel ManagementMoney

14. Character Leading Organizational Change Focus On Results Interpersonal Skills Personal Capability Zenger, J. and Folkman, J. (2002) The Extraordinary Leader, McGraw-Hill, New York LEADERSHIP BEST PRACTICES

15. Problems with interpersonal relationships Difficulty building and leading a team Difficulty changing or adapting Failure to meet business objectives Too narrow functional orientation Leadership Issues That Can Sink a Business

16. Communication Tools For Deepening the Conversation

17. Ask Permission: How to deepen the conversation ● I wouldn’t be doing my job as your (advisor, consultant, team member, employee) if I didn’t: ○ Present another perspective ○ Challenge you on that assumption ○ Tell you some potential negative consequences that could happen if we proceed this way ● Would that be OK? (Do you want to hear it?)

18. Ask Permission: How to deepen the conversation ● In order to help you achieve your financial goals, I need to ask some more personal questions. ● Would that be OK? (Do you want to hear it?)

19. Ask Permission: How to deepen the conversation ● I want to be as helpful as I can and I think the way I could be most helpful would be to tell you: ○ The state regulations on this ○ The risks of proceeding with that strategy ○ How this is meant to protect you ● Would that be OK? (Do you want to hear it?)

20. Thank You