Ep 4 - Financial and Life Survival Strategies with a Special Ops Veteran Chadwick Ford: Tactics for Overcoming Biases in Wealth and Warfare

Disclaimer: [: 00:00:00

A copy of Fusion's current written disclosure brochure discussing our advisory [00:00:15] services and fees is available upon request or at www.fusionfamilywealth.com.

Whether you're just starting [: 00:00:30

And more to share fresh perspectives on making sound decisions that maximize your well. And now here's your host.

another episode of the Crazy [: 00:01:00

Good person, smart person, and I think. Most importantly, will [00:01:15] be a very interesting podcast because of everything he brings to the table. So without further ado, I want to introduce my friend Chad, Chadwick Ford. And I'm going to let him from a biographical standpoint, tell you who he is, what his history [00:01:30] is because I can't do justice to to it as he can.

So Chad, thanks for joining us today on Crazy Wealthy Podcast.

ing on the podcast, I'm like [: 00:01:45

Hopefully between yourself and the viewers and everyone else, I spent 24 years in the military. My primary role for 20 of those 24 was flying Black Hawk helicopters. I've supported all types of mission [00:02:00] operations overseas. I spent about seven years in combat. My primary role and job was I was the Senior Tactical Operations Officer, so I was in charge of, looking at the campaigns that we were on, looking at the operations we needed to do, and then go meet those [00:02:15] missions and develop a plan for the air, ground, and integration.

on. After spending countless [: 00:02:30

They gave me a time to spend a few years at the Pentagon and where I supported the chief of staff of the army and the Department of army aviation with how we [00:02:45] do our tactical operations and employment. That's been my previous 24 years and enrolled into the commercial world now.

to listen to my podcast. And [: 00:03:00

As we talk [00:03:15] about missions you educated me on our Pre call last week preparing for this podcast the difference between a mission militarily and a campaign. And I was trying then to relate it to financial planning. He told me missions are short term narrow tasks [00:03:30] or objectives that you want to accomplish that lead to accomplishing the bigger objective, the mission, the long term objective, the broader objective.

ee years spending outside of [: 00:03:45

But one of the most important things in terms of the way I've been taught to define financial planning in 20 words or less is it's insuring against what can go wrong. in order to have the luxury of investing for what can go right. And [00:04:15] when I think of that the building blocks that I just described, the diversification, three year spending buying insurance could actually protect you against becoming disabled.

ng term campaign goal, which [: 00:04:30

So I want, I wanted to throw [00:04:45] that out there because also if we don't buy insurance, we could actually jeopardize the entire campaign. If something happened to me and I was no longer able to work I can't continue to try and accomplish the campaign of getting enough money to retire. So with that as a thought process, I'm going to let you [00:05:00] relate some of that to the military and you can, run with it.

But I'm excited to hear your perspective. I appreciate it.

vironment, right? You're out [: 00:05:15

What you're talking about, it's the same for us during the military decision making process as it would be for how I run my life here, with my family and commercial. I use the same process, the same [00:05:30] thought pattern. Regardless of I'm trying to go out and, do a, an air assault or a ground assault where we're doing a kill capture mission is the same thing.

the steps and a lot of what [: 00:05:45

And what small mission or small actions do I need to do leading up to it to make that, the most successful that it can be. And by [00:06:00] doing that, I, we focused on, on 1 risk management. But the 1 thing you brought up that are really 1 of the highlight was, you talked about planning for things that could happen or that worst case scenario, for, and it would benefit things that, [00:06:15] that.

ng and I spent a lot of time [: 00:06:30

So I'm prepared. That means I don't have panic when it happens. I don't have indecisiveness that happens and I'm very, we take action and we move and transition from the best plan in the world [00:06:45] that is the most perfect day, flying or the perfect day going after a target. There's no, nothing's happening wrong whatsoever and to, hey, there's a little bit of turmoil that we have and there's a little bit of things that are happening we need to adjust for.

It allows you not to stress, [: 00:07:00

Not every mission is going to be the be all end all the sexy one, right? It may be an enabler, it may be an environmental setter, it may be going out [00:07:30] and setting the environment for me to accomplish another mission that is going after my objective or my campaign. Like you saw that insurance, I don't mean it sounds in a bad way, but insurance doesn't sound sexy, but it's a necessary evil in order to go after, so [00:07:45] you have put that into your plan and it's there.

It's something that enables you to do other things and reduce your risk. So hopefully. I was just saying insurance is not sexy. It doesn't hurt anybody's feelings, but just

not only not sexy, but some [: 00:08:00

I'm talking partly out of ignorance but what comes to my mind when you're talking about insurance and not sexy and relating it to military is a reconnaissance mission. Would that be like maybe the equivalent [00:08:15] of insurance?

Chadwick Ford: Yeah, so think about it. So for us, we do what's called pattern of life development.

t to bring back and get more [: 00:08:30

And a part of that is understanding the environmental situation. Is the guy a financier, is there an. Is there something that they are trying to accomplish [00:08:45] that town that city could have a lot structure? Let's say this, the plot structures in the weight bearing kind of land on that house.

threats ring. So we put up, [: 00:09:00

They fly around in circles. The mission is not sexy. You're up at altitude, and you're making left hand [00:09:15] turns, and you're just flying around in a circle, for hours on end. And it's not something that, as an aviator, you're like, this is the most fun thing ever. I'm flat. I'm in a bank. I'm sitting there.

se it's just not a lot going [: 00:09:30

Jonathan Blau: One of the things we use the term risk. One of the things that I've [00:09:45] learned in trying to help people in the field that I try to help them with is in order to address risk properly, what I've learned is and this may sound silly to some people, but the broad industry I work in. I'd say 95 percent of [00:10:00] those who practice misdefined risk, they define risk and safety for the investor in terms of the need to protect their principle from fluctuating.

ong ones. So the solution to [: 00:10:15

So by misdefining the risk, what actually is happening, the industry is hoisting on the investor the only real risk, which I call the inflation risk. So inflation which eats away at the value of every dollar that's frozen. In the face of [00:10:45] 3 percent increase in costs year by year that inflation risk is the disease of money.

re money. You're killing the [: 00:11:00

And the very cure for the [00:11:15] wrong definition of risk is what kills the investor. How Does that relate to anything at all in your world? Misdefining risk, in other words, and going after the wrong things because of it?

using these terms because it [: 00:11:30

So we have the known risk. Then we have the unknown known. Which means we don't know there's just something we have a sense or something out there that could be risk, but we just [00:11:45] don't know it. And then you have the known unknown. I have a gap in data gap in information. So there's some fun things that we do.

s and obstacles, but when it [: 00:12:00

There may be things that put our mission at a higher risk. However, it also provides a safety [00:12:15] as well, because if you can't see through obscurations the enemy cannot see through obscurations. The 1 thing that we tried to do is own the environment. Just because in normal, non special operations type stuff, the [00:12:30] risk would increase to try to fly in intermittent weather, dust storms, things of that nature.

fe harder. But we don't miss [: 00:12:45

Some people would cancel that saying, hey, we, that's too [00:13:00] scary for us. We can't do that. We can't fly through, but I think that comes through for us through our training, through our assets, what we have available, how we are prepared to, to go out and mitigate that risk. So that may be one of the areas when misidentifying [00:13:15] risks that, that.

some sort of, of, I call it [: 00:13:30

Through that makes sense. I'm going on a path. I guess that makes sense.

he example you gave with the [: 00:13:45

That's a known unknown.

und. You can't really see it [: 00:14:00

Jonathan Blau: so if, yeah, but if you, that's right, if you have, so in our world, I know Donald Rumsfeld, by the way, in your world was credited for this. Cause I quoted him in an article I was writing. I love he, he [00:14:15] always, he said that in the military it's never. The known unknowns that kill you.

ns, right? The things we can [: 00:14:30

It's a known unknown. The unknown part is we don't know when the next one's coming, how deep it's going to be and when it's going to end. But it's a known unknown. We know that they come and they go. It's you don't react [00:14:45] to them by changing your, your, changing your mission, screwing up your mission.

dicted since the beginning of: 2022

And that I call it the Godot recession, like waiting for Godot. It still hasn't come. It's been predicted since March of 22, and it still hasn't come. The greatest unknown to [00:15:15] me, the most the most memorable is the credit crisis. We had a whole. financial global system shut down.

You couldn't borrow money in: 2008

[00:15:45] Imprudently to support those things. Mrs. O'Reilly's Brownsville. So that that and the terror attacks of 9 11. That's the unknown. So you and I talked about preparedness and I would say it's important two Ps. Don't worry about predicting because the one defining characteristic about [00:16:00] the future is there's no facts about it.

you're manning missions for [: 00:16:15

Chadwick Ford: standpoint, I'll say I enjoy the conversation about the known unknowns.

at Sun Tzu, the art of war, [: 00:16:30

It's the same. You got key terrain. You see the key [00:16:45] terrain, the high ground. There's things that are just no matter what, century you come from, it's very, it's the same. Same thing if you look at Afghanistan, Afghanistan is very mountainous, the northern portions of it, there's only one way in the valley and one way out.

So we understand that [: 00:17:00

That's going back to Sun Tzu, understand what he can do and what assets and things they can. And when you come together, if you understand both, you should win a hundred battles. That's really [00:17:30] paraphrasing out of Sun Tzu, but. Yeah. The biggest thing for us in the preparedness is that experience when you have experienced people that, understand history and we're really, especially in the military, we're big history buffs, a lot of us when we [00:17:45] come to mission planning and tactics.

ingle issue and problem. And [: 00:18:00

Then I'll fast forward to [00:18:15] 2004 when a young Chad Ford sitting on the ramp in Bagram, scared to death. I had to go fly. I'm thinking about I read this and I understand, their tactics they use. Let's not use the same ones. If they got their ass handed to them, let's not use those same tactics.

our preparedness comes from [: 00:18:30

Here's something new that I saw. So [00:18:45] those were things you, when you're constantly developing your, TTPs, which is your techniques, tactics, and procedures based upon current information, and you're not just leveraging. Hey 6 months ago, we did it this way. We should do it this way again. We're constantly evolving.

We're [: 00:19:00

Jonathan Blau: Yeah. By the way, [00:19:15] that's interesting. You bring up complacency.

ed in large U. S. companies, [: 00:19:30

And so people are getting too complacent, not recognizing that what's happened is the the investing in the Standard Poors 500 index, for example, [00:19:45] it seems to be a broad index and most people think if I invest $500 in it, I'm getting a dollar into each of 500 companies. But it's weighted so that each of your dollars goes to the most expensive company.

trillion market value. [: 00:20:00

Best return you'll be able to sustain for the longest period of time. And I'm sure that relates to, to to, to what you do. And by the [00:20:30] way, before you address that,

we fight, asymmetric warfare [: 00:20:45

The norm, and I believe that should be true in business, being adaptive and using your current environment, the things around you to develop plans that are suited [00:21:00] and tailored, not just the, the red coat saying online, facing each other. First line takes a knee. If we fought war like that today, we'd be decimated.

So it's just, you got to be adaptive. And I believe that's business.

t's it. But it's hard from a [: 00:21:15

They discount it, almost ignore it. So to me, luck and risk are the [00:21:30] same things just on opposite sides. So luck is when outside factors intervene. To yield a better outcome than otherwise would have happened. And risk is when outside, same outside factors intervene to, to yield the worst outcome. Both things had nothing to do with your efforts.

And I'm sure it's the [: 00:21:45

And I wonder from the soldier standpoint, when I'm training in my world, helping investors [00:22:15] to avoid the biases, what I teach them is relatively straightforward, right? You gotta be more of an owner of companies than a loaner. Of course, the real risk is inflation and the, since bonds are being a loaner and owning bonds is the carrier of the disease of inflation.[00:22:30]

the wrong purpose. Too many [: 00:22:45

But the challenge becomes keeping them adhered to it through all the fads and fears they're about to face over the next 30 years of retirement. And the challenge is not as hard for me as it is for [00:23:00] you to get a successful campaign accomplished. The reason is I'm teaching them that all of the declines that you're afraid of.

mon with each one before it. [: 00:23:15

They've only gotten killed when they take one of those temporary declines, and the only way [00:23:30] possible, turn it into a permanent decline by humanly manufacturing. selling into the temporary decline. So in your world, you're dealing with permanent threats. There is no such thing. I always say people don't know in my world, the difference between a bear in the woods and a bear market bear in the woods, [00:23:45] get a kill you in a bear markets.

ow do you train people to go [: 00:24:00

How do you do that? That's always been fascinating to me that can be done.

rd: There's a few things. So [: 00:24:15

We've got people that are have a lot of fear, most of us, especially [00:24:30] in the special community we're not absent of fear, we just have what's called the courage part, right? So we, even in the face of fear, we understand our plan, we have our training, we understand our risk mitigation, and so therefore we still execute the mission.

And that's going on the [: 00:24:45

You can be overly confident. So it's [00:25:00] both sides of that spectrum. You can be overly confident. You can, thank your skill sets. You can think, you're better or whatever it may be. And you make poor decisions. What we try to do is remove emotions from decision making. Emotions that's what we believe will get you killed [00:25:15] because emotional decision making is not taking in data, is not taking in a historical thing.

here may be some things that [: 00:25:30

So people will [00:26:00] start saying, Oh, I need to turn left or the aircraft in a bank when it's really not. Can you feel it like that? So we call it trust the system. So we'll look at what the data is telling us. We'll look at what is happening inside the platform. We'll look at what's happening on the ground.

e those decisions based upon [: 00:26:15

Jonathan Blau: 100%. Look, that's what we, that's the, that's a great way to put it. If I had to say to a client where you just said, trust the system, what's the system? The system is your own great companies in the form of [00:26:45] being a stockholder of great companies. And you're diversified. You have small companies, large companies and international US companies and trust the system.

t's normal. It's part of the [: 00:27:00

That's what I call the forward death song of the American [00:27:15] investor. The difference is what gets people out. Not the number of crises in the nature, but the different that the thing that they think of is unprecedented. And as soon as they do that, as soon as they abandon the plan and sell out because of loss aversion.

greater than the pleasure of [: 00:27:30

And I, and that's basically what

Chadwick Ford: you just [: 00:27:45

Now, there's people out there that can have a phenomenal plan, or at least they think they do, and it's actually a horrible plan. But it still goes back to your investors or who's, [00:28:15] you gotta trust the person that's developing the plan that's within the system. For me, I had to prove myself, to the organization that, I knew what I was doing.

And that came from years and [: 00:28:30

You're very similar and looking at how do I develop the most and the best plan that [00:28:45] my clients can follow. So that's the having the trust in the architect of the plan is also very key and making sure that, you're not just following someone blindly and I, again, lots of trust for how you plan.

We've talked about before in the past.

Jonathan Blau: I [: 00:29:00

Because I noticed exactly what you said, [00:29:15] but he says it to us very succinctly. He said, you can't convince anyone of anything they don't want to be convinced of. You can't start throwing up charts and graphs and statistics. The messenger has to be the message. It's got to be, if you're going to have your squad and [00:29:30] your client succeed, they have to engage in what you're telling because they believe what you're telling them.

The messenger has to be the [: 00:29:45

Chadwick Ford: That's what you said. Definitely.

ed. We were flying a mission [: 00:30:00

I look very calm on the surface, but my legs are turning because I was, I was a little fearful. I was the one that was like, holy crap. This is this is gonna be [00:30:15] interesting to me. Tough. And, as we're flying along our cockpits, I'm trying to keep our cockpit loose cockpits.

We're all, me and the other aviator, the pilot, I'm upon. I

Jonathan Blau: thought you were about to tell me about, I thought you're about to tell me about your wedding day. I'm sorry.

ot no, got you. I appreciate [: 00:30:30

But so we're flying along and we go conduct this mission and my crew did phenomenal. They did awesome. I land and I'm like. Guys, holy [00:30:45] crap. I'm sweating now. We call it seat cushion. I sucked up a lot of seat cushion because being so tight and just nervous.

s? And you guys are so calm. [: 00:31:00

We were very calm [00:31:15] because you were calm. We were very, we didn't worry about things, we were doing our mission sets, and no one got emotional. And I'm like, God, that was scary to crapless, and you didn't show it. And then, therefore, it didn't permeate through the team, and then, therefore, they didn't get the fearfulness and start getting [00:31:30] jittery.

o have a lot of clients that [: 00:31:45

What could be the worst thing? It could be their financial death, because you're jumping from thought to thought to mission to mission, changing what we should be doing versus thinking through the plan.

the things, again, my mentor [: 00:32:00

You're the only light in the entire industry, the behavioral investment counselor in all the darkness. [00:32:15] And as soon as you don't have the rights. to go dark, because then you're failing your clients. You got, you're the only light they have. And that's what you're, that's what you're saying. It's just so many similarities.

gs that you can't answer for [: 00:32:30

And two, coming out of that how did it impact you, if at all, in future [00:32:45] missions having, come that close?

viator, young in my career in: 2006

And then there was another time where [00:33:00] I had planned the best mission, it was, when I say the best, I truly believe to this date, it was one of the most awesome missions that we conducted in Afghanistan with the detailed planning and execution and assets, but the enemy got a vote. I'll just, I'll tell you about my flaw 1 [00:33:15] 1st.

. We had to do some house to [: 00:33:30

And I was at my max, meaning that if I had one more pound, or I shot my approach with the wrong technique, my [00:33:45] aircraft would land, but it would be an uncontrolled landing. It means I would not be in control of that aircraft trying to land it because of the more weight than the aircraft could handle. But I was confident enough, I was overconfident, that I could do it.

tarted shooting my approach. [: 00:34:00

Something went wrong. And that's a very [00:34:15] scary feeling to be. On the controls, but not in control. Lucky for me, we landed in a field that had just been plowed. So we hit a little hard, hard landing, but it didn't break anything didn't damage anything. But, that was me being overconfident that I could take an [00:34:30] aircraft at altitude under night vision goggles and land it somewhere.

Everything went fine. Didn't [: 00:34:45

That's that over confidence that I had. So that was my self induced 1 the other 1 is again 1 of my, I believe my favorite planning thing that we've ever done. We used and we can't get into details, but we used [00:35:00] assets. We use we use imagery. We use a lot of things that well, again, we won't get into here, but just.

e and I'm up on a ridgeline. [: 00:35:15

And his road leading up is to be trapped by to put 1 tire on his roof. And the seals were getting out and we get doors off. [00:35:30] So that means there's no doors on the cockpit either. Front of the nose of the aircraft is a zone where we have no weapons can shoot. I have door gunners, but they can't shoot.

of my aircraft for a couple, [: 00:35:45

Jonathan Blau: I'm sorry. What's an RPG? Just for the audience.

e knee and points his rocket [: 00:36:00

That's all I said. I didn't yell, scream. I just said, hey, this is going to suck. About this time, and forgive the audience, but as I'm looking forward, and I'm going into this very calm yep, here comes the end of my life, and this is going to suck. The guy's head turns into a pink mist [00:36:30] and the Navy SEAL slaps me on my leg and gives me the thumbs up and then runs off.

I had no plan to defeat it. [: 00:36:45

They were able to facilitate something that I hadn't planned for. That's to me, he was my insurance, having that Navy seal, I'll get off [00:37:00] my aircraft and pull forward security in my dead zone that we had talked about, but I'd never done it before in my life. Never had it happened. My insurance came through and kept myself and my crew alive.

y again, they make it sound. [: 00:37:15

You

onathan Blau: know what Chad [: 00:37:30

And I would never counsel you to suppress fear. All I counsel you is don't reflect the fears by changing your strategy. that you need to adhere to win. And that's what you just said. And so that's [00:38:00] critical. I just want to say with that, thank you so much. This was this was a fun and interesting discussion, by the way, my father in law was very appreciative who was the last podcast guest that you listened to him.

led because he went into the [: 00:38:15

So I wanted to pass that along to you.

st opened up. If you noticed [: 00:38:30

Jonathan Blau: good.

Chadwick Ford: So it threw me off a little bit, but I really appreciate it, and that's something I want to all warfighters is, respect to the history.

ple go after me into another [: 00:38:45

We try to avoid not get into again So it's just very always meet and talk with some of our vietnam vets,

Jonathan Blau: That's great. [: 00:39:15

Love to hear it.

rsation. So when I retired in: 2020

There 1 thing that I've learned over time was. I had a skill set of being able to help people and to help, in leadership. So what we stood up was called Elysium Arrow. It's a consulting and solutions firm. And what we do is provide [00:40:00] kind of some services, not personnel, but we help if you're expanding or growing and want to have leadership forums to discuss decision making, the different types of leadership, how to empower your employees to get the most bang for your buck.

And how to [: 00:40:15

And your message is getting there at the right time, provide engineering support and I got the engineering support. Not so much from a go [00:40:45] build something. It is if you're writing a piece, if you're trying to respond to request for information or request proposal, we have some people that can help and support making sure you understand what the true question is, what's being asked and the best way to respond to it.

Got the website [: 00:41:00

It's almost like storytelling with some good senior leaders or executives and help walk through the best way they can help their organization.

Jonathan Blau: Your clients are lucky to have you. Let me tell you that level of experience there's no better way to learn from life by experientially.

You have [: 00:41:30

Chadwick Ford: I appreciate it. Thank you, Jonathan.

han Blau: Thanks, everybody, [: 00:41:45

Stay tuned to hear Amy's call in for the recap of today's episode.

Amy Blau: Happy Friday, honey. Hello, honey. Happy

Jonathan Blau: Friday.

t's going on? Did you have a [: 00:42:00

Jonathan Blau: We did. I had my interview with Chad, my friend Chad Ford, who as is, Retired from the military. He had achieved the highest level.

r rankings is a chief Warren [: 00:42:15

And it's one of the reasons that he went into the military.

Amy Blau: He's one of my favorite people also, but I'm going to wait till the end to tell you why. Anything that you learned from him that you can apply to what you do and behavior?

Jonathan Blau: Yeah [: 00:42:45

My my missions and train my soldiers. So when he said that, I said that would be an interesting discussion to have to look at the similarities and differences.

Amy Blau: Give me an example of what a similarity is.

lau: So a similarity is, for [: 00:43:15

They can't forecast every potential snag that they might face, but it's being prepared. So in my world, I can't forecast what's going to cause the next 33 percent decline, which is the average [00:43:30] down market happens when you're in five or six, but I got to be prepared. So my world being prepared means maybe having two to three years living expenses set aside.

to ride through the average [: 00:43:45

So he defined missions as a series of short, narrowly defined tasks [00:44:00] that you need to accomplish successfully in order to achieve a broader longterm objective, which is called. A campaign. So the campaign objective for him might be, we're going to capture bin Laden. But along the way, we've got to do missions.

ve got to do surveillance of [: 00:44:15

As I mentioned, two to three as living expenses, but another mission that's critical is having life insurance, right? Because if my mission for a client or their mission is to have life insurance, the purpose of that is to meet [00:44:45] their campaign goal. Their campaign goal is to accumulate enough money so that they can retire comfortably someday and stay retired comfortably.

rsuit of that campaign goal, [: 00:45:00

Amy Blau: That definitely makes sense. I know you talk about the role of bonds and how you should have some bonds in your portfolio, but it's [00:45:15] almost like a defense strategy.

complete his, his campaign. [: 00:45:30

Jonathan Blau: The biggest defense strategy that I think we have is preparing our investors emotionally so that they don't [00:45:45] respond to fears and envy and greed, et cetera by reflecting those feelings in a way that they change their mission.

I'm going to live. I'm just [: 00:46:00

Amy Blau: I'm going to guess that you, Chad, really can't have fear in any kind of a situation, which is what you want to tell [00:46:15] your clients.

They can't have any kind of a fear.

but he doesn't reflect that [: 00:46:30

If there's fog suddenly, and he's afraid of what he's not seeing, He understands he has a plan for that. He's just going to follow the plan. He's going to trust the instruments on the [00:46:45] helicopter, and he's not going to make a jerk reaction to steer away from the fog, which could end up killing him and his crew.

of fear by reacting so they [: 00:47:00

Amy Blau: That makes sense.

ed at our house. We both got [: 00:47:30

And his response to me was, no, ma'am, no, thank you, ma'am. I see

Jonathan Blau: where [: 00:47:45

Amy Blau: You don't have to call me ma'am. You just have to call me your precious princess. And if you do that, then that's okay.

Jonathan Blau: Okay, so you [: 00:48:00

Okay. When I called you that, what do you have to do in return? I have

pe everyone has a great week [: 00:48:15

Jonathan Blau: All right. Thanks for calling in honey.

Everybody thanks for listening. See you next time. Take care. Bye.

episode of the Crazy Wealthy [: 00:48:30

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